SA Business Integrator - Volume 7 l Issue 3 - October 2021

A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N

Volume 7 | Issue 3 | October 2021

Women in tech

at risk of being left behind

Employer’s role in vaccination rollout

Small businesses

– how can they recover & rebuild post-pandemic?

Technology is crucial

to safe, integrated public transport R65.00 Incl. VAT

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9 772411 292008

Current Affairs

COVER STORY

Petroleum Agency SA

strategy to increase exploration activity

The impact of the AARTO Act on employers Economic Development

Business Integration

Editor's Note

To be part of our next edition Email me directly on editor@sabusinessintegrator.co.za or call 021 424 3625

We are almost two years into the Covid-19 pandemic – a global crisis that has affected all business sectors globally.

One of the industries that were hugely impacted was the transport and logistics sector. With the Covid-19 infection rate now easing slightly, the vaccination rollout in full swing and travel opening up again, there is some positive predictions for the transport sector.

However, the main concern is to ensure that trade keeps moving, to minimise disruptions on future supply chain efficiencies and that leisure travel is permitted globally.

Yet, there still remains many concerns about leisure travel because of the different variants of the coronavirus that are emerging, the continuous waves of virus infections, and people globally refusing to be vaccinated. I don’t think anyone has answers yet as to what the future for the travel sector looks like in the near future –South Africa is still on the 'red list' for travel to the UK and we rely hugely on the UK market.

Business is still unusual for many sectors and adapting to new ways to improve productivity is not easy for some, even though it has its benefits for others – one of which is remote working. Even though technology has been a game changer for communication during this pandemic, it also presents unique social challenges. Some people still feel reluctant to switch on their cameras so they can participate in Zoom or Teams meetings, while many are comfortable with this as the new normal. Remote working also has many financial benefits for businesses. Life must go on and we need to put food on the table.

Communication is of paramount importance, especially during a crisis like this. Reaching your clients and potential new clients is exactly what we as a publication offer. We too have had to adapt to new distribution channels to make sure we reach our advertisers' audiences nationally.

We thank you for your continuous support and we look forward to working with your business in the coming year.

Regards

Elroy van Heerden editor@sabusinessintegrator.co.za

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Contents COVER STORY:

Petroleum Agency SA strategy to increase exploration activity

AARTO COMPLIANCE:

The impact of the impending AARTO Act on employees

8 14

ADVERTORIAL: ICAM VIDEO TELEMATICS

iCAM Video Telematics keeping fleet operators’ trucks and their drivers safe on South African roads and beyond

ALL-TERRAIN VEHICLE:

Obstacles do not block the path, they are the path

AGRICULTURE:

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20 26

Can agriculture survive without technology?

30

Expropriation without compensation threatens agricultural sector

32

BRIDGING FINANCE:

Cars used most in asset-backed loans bridging finance, followed by trucks and property

OPINION: DATA & BUSINESS: Mind the (business integrity) gap

36 38

ADVERTORIAL: SOCIAL ENTERPRISE ACADEMY SA Social Enterprise Academy SA’s focus on youth unemployment & employability

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COVID-19 EMPLOYER POLICY: Employer’s role in vaccination rollout

42

OPINION: WORKPLACE SAFETY

When the shoe doesn’t fit – why women need to demand female-specific safety footwear in the workplace

ADVERTORIAL: HONEYCOMB BEE Ratings

CRYPTOCURRENCY:

46 48

No dodging the tax bill on cryptocurrency transactions

BCX as a key Cloud Enabler

GENDER GAP IN TECHNOLOGY:

Women in tech at risk of being left behind

EMPOWERING WOMEN:

INTERVIEW: NEMESIS ACCOUNTING

Working smart and rewiring your business has never been more necessary than now

ADVERTORIAL: BCX

50

30 More female truck drivers to be trained by Volvo

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56 60

IMPACT SOURCING:

Transforming business & uplifting communities through diversity and inclusion

62

ADVERTORIAL: MTN

MTN SA Foundation harnesses technology, partnerships to help the youth cope with the trauma of Covid-19

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INVESTMENT:

Home grown battery manufacturer secures R20 million investment 68

SUPPLY CHAIN:

SAAF plays a leading role in restoring supply chains

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SMALL BUSINESS:

Small businesses – how can they recover & rebuild post-pandemic 76

OPINION: COMPETITIVENESS:

Inclusion, diversity and equality – driving long-term competitiveness 78 Local SMEs remain resilient despite instability

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THOUGHT LEADERSHIP:

More than survival: SA’s business leaders realise that correctly managing change is the key to thriving business

TRANSPORT:

Technology is crucial to safe, integrated public transport

84 88

ADVERTORIAL: VEOLIA

Veolia water reuse & water recycling services proven across industries and at commercial scale

WOMEN IN TRANSPORT AND LOGISTICS: Leading in a man’s world

72 30

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90 92

MAKE YOUR MOVE CITIZEN’s Eco-Drive technology generates power from any light.

www.citizenwatchsa.co.za

Credits

A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N

South African Business Integrator @SABImagazine A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N

Volume 7 | Issue 3 | October 2021

EDITOR Women W omen iin n ttech ech

off b being aatt rrisk isk o eing behind lleft eft b ehind

Employer’s Employer’s role role in in vaccination vaccination rollout rollout

Small businesses S mall b usinesses

how –h ow ccan an tthey he y rrecover ecover & rrebuild ebuild post-pandemic? p ost-pandemic?

Technology is crucial

to to safe, safe, integrated integrated public public transport transport R65.00 Incl. VAT

COVER STORY

Petroleum Agenc y SA

exploration sstrategy trategy tto o iincrease ncrease e xploration aactivity ctivity

impact of of the the The impact The AARTO Act Act on on employers employers AARTO

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Current Affairs

Economic Development

Business Integration

Cover image: Petroleum Agency SA Image credits: 123rf.com

Elroy van Heerden editor@sabusinessintegrator.co.za

COPY EDITOR

Tessa O’Hara tessa.ohara@gmail.com

CONTENT MANAGER

Wadoeda Adams artwork@mediaxpose.co.za

EDITORIAL CONTRIBUTORS Dhevarsha Ramjettan Kalene Watson Shane Johnson Shannon de Vries Daniel Vorster Ian van Niekerk Charles Meyerowitz Kate Mollett Predahni Naidoo Joon Chong

Lumen Moolman Ayumi Moore Aoki Trent Lockstone Yusuf Shaikh Dr Juanita Maree Seraj Toefy Mamiki Matlwana Zane van Rooyen Tom Marsicano Melicia Labuschagne

GRAPHIC DESIGNER

Anja Bramley artwork1@mediaxpose.co.za

ADVERTISING SALES MANAGER

Distribution: ON THE DOT

Bruce Crowie bruce@mediaxpose.co.za

ADVERTISING SALES CONSULTANT

Bronwyn Rachman bronwyn@mediaxpose.co.za

Published by:

DIGITAL MARKETING MANAGER Trish Jukes digital@mediaxpose.co.za

SOCIAL MEDIA

Kyla van Heerden social@mediaxpose.co.za 6 Carlton Crescent, Parklands, 7441 Tel: 021 424 3625 Fax: 086 544 5217 E-mail: info@sabusinessintegrator.co.za Website: www.mediaxpose.co.za Disclaimer: The views expressed in this publication are not necessarily those of the publisher or its agents. While every effort has been made to ensure the accuracy of the information published, the publisher does not accept responsibility for any error or omission contained herein. Consequently, no person connected with the publication of this journal will be liable for any loss or damage sustained by any reader as a result of action following statements or opinions expressed herein. The publisher will give consideration to all material submitted, but does not take responsibility for damage or its safe return.

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MEDIA PARTNERSHIPS

Maurisha Niewenhuys maurisha@mediaxpose.co.za

DISTRIBUTION & SUBSCRIPTIONS

Shihaam Gyer distribution@mediaxpose.co.za

CHIEF FINANCIAL OFFICER

Shaun Mays shaun@mediaxpose.co.za

RECEPTION

Daniëla Daniels receptionist@mediaxpose.co.za

COVER STORY: PETROLEUM AGENCY SA

Petroleum Agency SA strategy to increase exploration activity Petroleum Agency SA (PASA) exists to promote, facilitate and regulate exploration and sustainable development of oil and gas in South Africa. SA BUSINESS INTEGRATOR spoke with new CEO, Dr Phindile Masangane, about PASA's new five-year strategy, and more.

What is PASA's mandate in terms of being a custodian of the country’s oil and gas rights?

PASA’s mandate is threefold – firstly, to attract investment to South Africa’s upstream industry; secondly, to regulate the activities of oil and gas explorers and producers; and thirdly, to act as the national archive and database for all data and information produced in the process of oil and gas exploration and production.

The upstream oil and gas exploration industry requires technological capacity and is extremely high risk in terms of capital investment and needs long-term investment of resources before a return is shown. Because of this, many countries choose to share the risk of oil and gas exploration and production with private companies, and South Africa follows this model.

Government has designated PASA as the custodian of South Africa’s oil and gas resources. Its role is to attract these companies to our investment opportunities and facilitate their entry into and operations in the upstream industry.

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COVER STORY: PETROLEUM AGENCY SA

What is the thrust of PASA’s new five-year strategy?

The Agency has identified five new strategic objectives to enable it to effectively deliver on its mandate by capturing the opportunities being presented by the changes in the environment, as well as ensure that the Agency overcomes the challenges that it faces. These are: 1. Increasing exploration activity, to move the industry from a predominately exploration phase to development and production phase; 2. Sustainability to ensure the company has sufficient financial and human resources to carry out its responsibilities into the foreseeable future, 3. Advocacy to provide input into policy and regulations that impact the industry we regulate; 4. Digital transformation to adopt new, more efficient technologies; and 5. Operational excellence, to ensure efficiency of our process.

These five strategic objectives will position the Agency as a strategic entity of government in its goal of diversifying the energy mix and developing the domestic gas market, embrace digitisation and automation to improve efficiency, rise to the requirements of the new legislation and find a place in the global transition towards a low carbon future.

What are the key aspects of PASA’s new value statement?

The company’s internal value statement remains unchanged.

We have, however, recently reconsidered a further aspect of value – that of value representation and creation. PASA delivers value to its shareholders and stakeholders by: • Contributing to the security of energy supply through the development of the domestic upstream petroleum industry; • Attracting investments that create jobs; • Creating opportunities for economic transformation and diverse participation; • Risk reduction of exploration plans (preliminary data); and • Investment opportunities.

This value is created for all South Africans, for oil and gas companies investing in opportunities and for our stakeholders including the DMRE, DEFF, CEF, host communities and NGOs and NPOs representing interested parties.

What are the changes that are happening internally at PASA and in the industry, and are these changes necessary to move forward?

The Agency has been restructured internally in line with the

new strategy. IT has been elevated beyond its former role as a support function, to drive the company’s digital transformation. In addition, the Agency will now have a communications and stakeholder engagement function to respond to the negative perception about the oil and gas industry. South Africa’s energy mix is coal dominated and therefore gas is a transition fuel to a cleaner energy future.

When will the moratorium on new applications for rights be lifted and PASA be open for new bids?

As of December 2020, there is no longer a moratorium on applications for rights onshore, other than those for shale gas in a specified area covering the central Karoo.

Other onshore applications continue to be received and processed in terms of the MPRDA. The moratorium for shale gas rights and new offshore applications remains in place and is expected to be lifted with the enactment of the hydraulic fracturing regulations (for environmental management and water use) for the shale gas extraction technologies.

With a strong international focus on decarbonisation, what is PASA’s position on the continued exploitation of fossil fuels?

The transition to cleaner fuels and renewables is inevitable if the world is to reduce the negative impact of climate change. South Africa is a signatory to the Paris Agreement and has committed to a 'Peak-PlateauDecline' carbon emission trajectory.

The government policy is to diversify the country’s energy mix, which is currently coal dominated, to a lower carbon future by introducing proportionately higher renewable energy resources such as wind and solar, into the energy mix as well as gas-to-power.

Gas burns with less than half the CO2 emissions from coal and additionally has no SOx emissions. It is thus a suitable transition fuel towards a lower carbon economy for South Africa especially since gas-to-power technologies are flexible and would therefore compliment the intermittent renewable energy being added to the national grid.

What conditions are contributing to the sense that the market for gas in South Africa is set to grow exponentially?

The two recent world-class discoveries on our south coast places South Africa in pole position to be a notable gas producing country. Once indigenous gas becomes available, it becomes much easier for the domestic gas market to develop, including beneficiation of the gas to chemicals.

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COVER STORY: PETROLEUM AGENCY SA

What is PASA doing to attract investment into the industry and promote new drilling projects?

PASA continues with its programme of promoting investment opportunities at local and international oil and gas conferences and exhibitions.

South Africa has a history of political stability, the new administration is widely regarded as business friendly and the new UPRD Bill will assist the Agency in expediting exploration through close management of acreage allocation and work programmes.

The Bill also empowers the Agency to commission multiclient or speculative surveys, enabling the acquisition of data to attract investment. South Africa currently offers an attractive fiscal framework. These positive factors create an environment conducive for the Agency to pursue its mandate of attracting investment into the upstream petroleum industry

What does PASA look for when evaluating the credentials of potential explorers or developers?

Applicants must demonstrate that they have the technical capability and financial resources to carry out the work programmes agreed, as well as any future development that may ensue.

A track record of experience, a good health and safety record, an environmental compliance record and compliance with oilfield practice is essential. Having said that, PASA is determined to increase involvement of local companies in our upstream industry and develop local capacity. One way of achieving this is through partnerships between international and local companies.

Does PASA have a strategy to retain existing investors?

All investors want to see a return on their investment and a reward for taking on risk. PASA’s approach is to facilitate their activities and guide them through compliance and regulatory requirements to achieve the best outcome for both government and the investing companies.

Advocacy plays an important role and PASA is concentrating on communicating the role that the upstream industry can play in reconstruction and development of our economy to government. A recent example was the facilitation of logistics for the drilling of the Luiperd well during Covid-19 lock down.

Is there international interest in South Africa’s oil and gas resources?

Definitely – you need only take a look at our exploration

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map on our website. You will see international companies such as Total, Shell, ENI, Kosmos, Africa Energy Corporation, Azinam, Impact Oil and Gas, CNR, Qatar Petroleum, New Age and others, which all hold interests in exploration acreage. In addition, we have agreements in place with international service providers to acquire seismic data.

What are the implications of the Upstream Petroleum Resources Development Bill?

Oil and gas exploration and production is currently regulated under the Mineral and Petroleum Resources Development Act, 2002 (MPRDA). The Bill will repeal and replace the relevant sections pertaining to upstream petroleum activities in the MPRDA. The Draft Bill therefore provides greater policy certainty and a stable environment for investment in the South African oil and gas sector.

The Bill provides security of tenure by combining the rights for the exploration, development and production phase under one permit.

What changes are envisaged in the amendment to the National Environmental Management Act of 1998 (NEMA)?

The National Environmental Management Laws Amendment Bill, which was revived in June 2020, proposes various amendments to the National Environmental Management Act, 1998.

Proposals that may positively impact upstream petroleum operations include the provisions empowering the Minister responsible for mineral resources to delegate a function entrusted to him in terms of the Act to any organ of state, and designate as an environmental petroleum inspector any staff member of any other organ of state that executes a regulatory function.

The Minister may delegate certain competent authority functions to the Petroleum Agency SA, which may improve the turnaround timelines for making decisions on the EA applications. Furthermore, designating staff members of Agency as environmental petroleum inspectors means that all compliance monitoring and enforcement functions prescribed in the Act as far as upstream petroleum operations would be efficiently executed.

What is happening with the issuing of exploration rights over the last 18 months?

A total of 21 exploration rights for both onshore and offshore were issued during the period – this includes renewals and new exploration rights.

COVER STORY: PETROLEUM AGENCY SA

a. Orange Basin (off west coast)

There is drilling of the Gazania-1 prospect scheduled for this year in the shallow water block ER105, operated by Azinam with its partners Thombo, Main Street and Panoro. This is in the area of the A-J 1 oil discovery made in the 1980’s.

What onshore exploration opportunities exist?

b. Gamtoos Basin (southern coast, one of five subbasins of Outeniqua Basin)

New Age Algoa hold acreage together with Rift Petroleum in the shallow water while Impact Africa’s application for renewal of their ER in deeper water is in process.

However, geological analysis is showing that there may well be significant potential for conventional oil and gas resources onshore.

c. Northern Pletmos Basin (ditto)

The northern Pletmos Basin is under application by Sungu Sungu. d. East Coast Basin (Tugela study area)

The shallow water part of the Tugela area is held by Impact Africa while deeper water acreage is under licence to ENI in partnership with Sasol. These explorers have reached the end of an exploration period and PASA is awaiting their decision on future exploration which could include drilling. e. Western Bredasdorp Basin

The western Bredasdorp basin is currently open acreage and will most probably be released on licence round once the UPRDA is enacted and the moratorium on offshore applications is lifted.

What can you tell us about Total’s two finds off Mossel Bay? The Brulpadda and Luiperd discoveries of gas and condensate are the largest hydrocarbon discoveries made in South Africa to date and have opened a worldclass exploration play and sparked further interest in deep water exploration.

These results are for only two drilled prospects in the Paddavissie feature where three further prospects remain to be drilled. There could be sufficient gas to feed the Mossel Bay Plant at full capacity for more than 40 years.

Onshore exploration opportunities are represented by unconventional resources such as shale gas in the south – central Karoo, Coalbed methane in the coalfields of the east and northern sectors of the country and biogenic gas in the Virginia and Evander regions.

There are no granted exploration rights for shale gas in the Karoo. There are three applications in process in the Northern Cape, but as yet these have not been granted and there is no activity.

PASA and CGS are collaborating on baseline studies in the Karoo on background soil gas, ground water status and seismicity. This includes the drilling of a deep scientific well near Beaufort West which is nearing completion.

Coalbed methane discoveries have been made by Anglo in the Waterberg (ER002) on the Botswana border.

They are currently conducting feasibility studies for the commercialisation of the resource.

Other CBM discoveries include those in the Soutpansberg, Springbok Flats and Amersfoort areas.

Tertra4, a subsidiary of Renergen, holds the only onshore production right (PR007) in the Virginia area of the Free State. It is currently expanding operations and building a new plant to switch from CNG to LNG and helium production.

The LNG will be used in the transport industry. Once the project comes into operation in early 2022, it will place South Africa in the top helium producers in the world.  www.petroleumagencysa.com

The Paddavissie feature is only a fraction of the Block 11B/12B therefore these two gas finds do not even begin to represent the full potential of the licence block. Further seismic data to the east has confirmed the existence of another geological feature, named Kloofpadda, which consists of a number of large and encouraging leads. There are also prospects identified in the north of the block.

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AARTO COMPLIANCE

The impact of the

impending AARTO Act on employers The Administrative Adjudication of Road Traffic Offences Act 4 of 2019 (AARTO) came into effect on 1 July 2021. AARTO intends to address non-compliant behaviour to road traffic laws and reduce the number of road accidents in South Africa. AARTO will also, however, impose new obligations on employers.

By Dhevarsha Ramjettan, Kalene Watson, Shane Johnson and Shannon de Vries, Webber Wentzel

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AARTO COMPLIANCE

AARTO will make employers potentially face administrative and financial burdens for their employees' noncompliance where their driving falls within the employees' key duties and responsibilities. We set out below the basic takeaways for employers in managing AARTO compliance in the

workplace.

The main aim is to make roads safer and employers and employees must familiarise themselves with the key provisions of AARTO. Demerit points will be allocated to a driver's licence for each traffic infringement, which may result in the license being suspended or even cancelled.

The demerit system will operate as follows: • Everyone will start with zero demerit points.

• Different amounts of demerit points are to be allocated for different infringements (Schedule 3 of the Regulations).

• A threshold of 15 demerit points will apply before the licence is suspended.

• A driving licence will be suspended for three months for each demerit point above the threshold.

• The holder of the licence may not drive during the suspension period and driving while the licence is suspended is a criminal offence.

• A licence may be suspended only twice.

• After two suspensions, any demerits above the threshold will result in the licence being cancelled.

• The holder will have to apply for a learner's licence after the cancellation.

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AARTO COMPLIANCE

AARTO will result in the following additional financial and administrative burdens on employers: AARTO requires that the employer appoints a proxy who will represent the company vehicles. The proxy will ultimately be responsible for the coordination and administration of the tracking system and verification of the driver's licences.

AARTO does not provide that the proxy

Develop accurate tracking systems for fines

will lose points on behalf of drivers of company vehicles. However, the proxy must ensure that the demerit points are allocated to the correct driver. Should the proxy not do so, the employer will be liable to pay the fine at three times the value applicable to ordinary license holders.

Shane Johnson, Webber Wentzel LR

Dhevarsha Ramjettan, Webber Wentzel LR 16

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Shannon-de-Vries, Webber Wentzel LR

Kalene Watson, Webber Wentzel LR

What employers needs to do

Appoint a proxy

Keep accurate records of the company vehicles and drivers

Check your employee's driving licences

Employers must take steps to appoint a proxy and they should also put certain policies and procedures in place to guide the proxy on how to allocate demerit points to the correct driver and consequences if the proxy fails to allocate the points correctly (which may include disciplinary action against the proxy).

In addition to the appointment of a proxy, employers should also take other proactive steps to mitigate any negative impact on their operations because of AARTO including • putting measures in place to obtain consent from employees to disclose information on their demerit status; • considering the inclusion of new disciplinary offences in disciplinary codes and procedures which cater for the circumstances in which an employee commits serious driving violations during the course and scope of his employment resulting in his or her driver's licence being suspended or cancelled; and • implementing awareness campaigns aimed at informing their drivers of the key provisions of AARTO. The employment team at Webber Wentzel can assist with ensuring employers have all the right elements in place to comply with AARTO. 

ADVERTORIAL: ICAM VIDEO TELEMATICS

iCAM Video Telematics keeping fleet operators’ trucks and their drivers safe on South African roads and beyond

Video Telematics has become an absolute game-changer when it comes to the safety of trucks and their drivers on our roads. Essentially it provides a digital blueprint of every aspect of a truck driver’s operation, helping fleet managers understand where improvements can be made in accident prevention measures and driver safety standards.

Standing at the forefront of this technology in South Africa is iCAM Video Telematics.

Trucking plays a vital role in sustaining and growing the South African economy. The safe and successful

transportation of essential goods from manufacturing and production sources to a multitude of final

distribution outlets and channels is essential for this ongoing growth.

Without trucks and drivers all manner of business owners would quickly find themselves without the raw materials and products that are essential for sustaining and growing their businesses. It would lead to closures, redundancies and unemployment, as well as food and fuel shortages and a lack of other essential goods, all combining to a rapid decline in the country’s economy and potentially a wave of social unrest.

Trucking is a critical component of the overall supply chain operation and is a vital contributor to the

Enhancing good driving behaviour

economy (6.5% of GDP) and to South Africa’s overall

Human behaviour is a leading cause of road accidents

competitiveness. Furthermore, if South Africa wants to

for commercial vehicles. Excessive speed is at the top

grow its market share of various products in the global

of the list followed by driver fatigue, improper lane

market, its supply chains need to be safe and world-class

changes, following too closely behind another vehicle

to ensure the effective delivery of goods.

(tailgating), together with inattention and distractions

This is where iCAM Video Telematics plays such a

(cell phone use) all playing their part. iCAM equips

crucial role by safeguarding the trucking supply chain. As

trucks with state-of-the-art driver fatigue and Advanced

Gary Wels, Managing Director of iCAM Video Telematics

Driver-Assistance Systems (ADAS) cameras which give

says, “Our telematics, technology and software solutions

warnings for a range of behaviours with in-cab alarms

greatly assist fleet operators in reducing costs, improving

for driver alerts and system based alarms.

driver safety, reducing risk and increasing productivity

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The key elements are as follows:

These include phone use, speeding, fatigue,

by scheduling preventative maintenance to minimise

smoking, distraction, following distance, safety belt,

downtime.”

collision warnings, lane departures and more.

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ADVERTORIAL: ICAM VIDEO TELEMATICS

Easy asset tracking

interruptions. iCAM’s systems inform operators of truck

iCAM’s systems allow companies to easily track and

diagnostics in real time, allowing them to implement

control their fleet assets and to map out the best and

corrective actions before the damage is done.

most cost-efficient routes. These systems will also services in the event of an incident or unscheduled

Better safety gives a stronger return on investment

event.

A partnership with iCAM Video Telematics will

immediately inform fleet managers and monitoring

transform a fleet operator’s bottom line as improved

Efficient driver and vehicle routines

fleet safety will translate into considerable cost savings

Improperly maintained fleets are a safety hazard to both

and using the data will significantly improve the overall

the truck drivers and other road users and also represent

quality and capacity of each individual fleet.

a huge risk exposure for fleet operators and insurers.

Apart from preventing accidents, iCAM’s telematics

Most important of all, the solutions offered by iCAM Video Telematics offer an unparalleled opportunity to

solutions keep track of actual driver performance

improve fleet safety to the benefit of operators, truck

allowing fleet operators to address poor driving

drivers and all other road users. So, the next time

behaviour and as a result protect brakes, transmissions,

you pass a big truck or get stuck behind one, spare a

tyres and suspensions.

thought for just how tough a truck driver’s job is and

Bear in mind that unanticipated last minute repairs can be expensive and will result in supply chain and logistics

WHAT WE OFFER

ultimately what they bring to the table in terms of driving our economy!

SOLUTIONS

iCAM Video Telematics is a specialised solutions

iCAM Video Telematics Solutions are designed to provide

provider supplying, installing, maintaining and monitoring

our customers with a selectable and variety of products,

the following systems and services: Vehicle Video Systems,

accessories and services to assist them to efficiently

Tracking and Telematics Systems, Advanced Driver-

manage their vehicle and equipment fleets.

Assistance Systems (ADAS), Integrated User Platforms, Reports and Business Intelligence, Monitoring and

OUR SERVICES

Recovery for the broader fleet, transport, construction

iCAM Video Telematics services consist of a broad and

and mining industries with the aim of ensuring Driver

all-encompassing range which cater to our customer

Safety, Road Safety, Fleet Safety and Vehicle and Fleet

requirements.

Optimisation.

OUR PRODUCTS

DRIVER FATIGUE & ADAS State of the art Driver Fatigue & ADAS cameras forms

iCAM Video Telematics Solutions include vehicle mounted

part of iCAM’s solutions. Integrated with our Video

Video Telematics, Tracking and Telematics, ADAS and

Telematics Products reporting to a Single Platform for

Driver Fatigue systems.

simple operation ensuring Driver Safety and Fleet Safety.

iCAM Video Telematics

T 086 115 8527 E Marketing@icamvideo.co.za W www.icamvideo.co.za

Superior Fleet Safety Solutions sabusinessintegrator.co.za

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INTERVIEW: NEMESIS ACCOUNTING

Working smart and rewiring your business

has never been more necessary than now

The founder of Nemesis Accounting, Director Shani Naidoo, is a forward-thinking business warrior who has been in the accounting industry since 1998, moving to private practice in 2005.

SA BUSINESS INTEGRATOR spoke to her about the way forward for business in SA.

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INTERVIEW: NEMESIS ACCOUNTING

COVID-19 has brought many disruptions and uncertainties for many businesses in South Africa. What has been the biggest challenge for you during these unprecedented times?

The greatest personal limitation is to be found not in the things you want to do and can’t, but in the things you’ve never considered doing.

Richard Bandler

As a service business, rendering accounting, tax, compliance and advisory services to other businesses, one thing was very clear: those businesses did not have the capacity or skills to navigate the Covid-19 waters.

It has proved to be a huge challenge because

For some, creating new products and services from the new needs that have shown up in the

many businesses still operating had to continue to comply with the business requirements and legislative demands of that business. Even though government did allow for some relief for VAT, PAYE and provisional tax payments, this was too small a hand for the many businesses impacted by the pandemic. A vast number of small businesses had to close down. We saw a few small business clients abandon our services because they could not even continue paying reduced fees.

market will become their new product line. Bearing in mind that we also have 4IR to incorporate into our businesses, this just adds to the pressure.

One thing to keep in mind is that no business is an island. Collaboration is key and sharing skills and knowledge will enable a small business to walk the recovery path with much more ease than going it alone. Most business owners will have to unlearn and relearn new skill-sets in order to bring new creativity and ingenuity into the business.

As a business owner, how would you best describe the way forward?

You are not the typical accountant, but also a business coach. What type of services do you offer your clients?

Clearly, the game of business has changed in a huge way. Every business in the country has had to re-engineer their business models, failing which the business simply won’t have a chance to survive.

Since the onset of the pandemic last year we have seen just how dramatically changes and reforms had to be implemented. As a business coach and strategic business advisor, I can safely say that working smart and rewiring the business has never been more necessary that now.

Having targets and goals that are specific, measurable, achievable, realistic and timed, and having a deadline, will help immensely in staying on track in the business. This means that business owners need to get back to the drawing board.

The old plan needs to be stripped down in order to rework the products and services.

The conventional accountant has a very limited place in the industry today. Over the past three years I chose to invest in myself and the business so we could improve and differentiate our service offering.

The fact that I have a Masters in Neuro Linguistic Programming (NLP) has proven to be the gamechanger. In a business context, the extent of improvement from ground-level employees to senior and top management is absolutely astounding. Because so much has to do with the brain and the language we use when we talk to ourselves and others, the moment a person is able to understand the brain-language link, that’s when the green light goes on and the changes start taking place.

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INTERVIEW: NEMESIS ACCOUNTING

Our service offering includes financial coaching, strategic business mapping, smart goal imprinting, and NLP problem solving techniques. These are vital services that can be used in isolation or in combination with each other. The results vary depending on the extent of involvement of all people in the business. Our services can be used for specific projects that the business embarks on or different departments in a business.

For businesses that have a sales force in the company, these types of services bring out the

manner in which we either get the response we wanted or not. Again, it’s the use of language that comes into play. For example, I used NLP methodology with an investment and financial training company. In the beginning, it was interesting to hear the responses from the sales team about how tough it was and how closing deals was becoming more difficult to achieve. After spending a day with the team, it became clear that the language usage was more the problem than selling the products. I designed practical exercises

best behaviour, thinking and creative juices from the sales force. The best part of these services is that the benefits are carried over into the person’s life. Because of the brain-language connection, every person who works with us on this level will experience phenomenal change infiltrating into their everyday life.

and role plays using language in the many ways that NLP gives us.

It was a fun training session that opened the minds of all involved. Re-enforcing the people connection, using correct language and identifying the language patterns that people use, allowed the sales team to re-engineer the manner in which they executed sales. This was a winner, not only for the business, but for each individual involved because they were able to work on their language patterns and identify how they were speaking incorrectly in their everyday lives.

Once you understand how to instruct your brain and how to interpret what others are saying to you, then achieving your goals and dreams becomes so much simpler! This should be taught in schools from the early years….it makes all the difference in a person’s life.

Always remember: “A few well-chosen words at just the right time can transform a person’s life.”

Joseph O’Connor

Always remember: “A few wellchosen words at just the right time can transform a person’s life.”

Joseph O’Connor

You have the ability to use neuro science when coaching your clients. Can you tell us more about this process and how effective it is for clients to enhance their prospects?

Neuro science is the language of the brain. None of us were ever taught this wonderful language.

It is so powerful and life-changing once a person knows how to connect with their brain. Everything we do is based on an instruction that has been given to our brain. The questions we ask ourselves are also important because they give the brain the opportunity to give us or not give us what we want.

How we relate and talk to others impacts the

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What do you believe are the key factors to getting a business off the ground and how should this be implemented?

There is no easy answer here. The following are most important: • A flexible strategic plan; • An open mindset – being able to consider different approaches to the business;

INTERVIEW: NEMESIS ACCOUNTING

• Ask for help/advice – when you are too close to the business, most times objectivity is lost; • Ask many questions about the road map: how, when, why, who; • Always use smart-goal criteria – in any business this will serve you well; • Always hold people accountable – lack of accountability is the biggest contributor to internal unhappiness and delayed output; and • Financial reserves – always have cashflow backup…that rainy day will show up.

Weekly strategy sessions should be held by those involved in the rollout of the business plan and objectives. A weekly reporting schedule must be maintained and a follow-up by someone allocated to do so. This way there is a 'captain' making sure that the internal stuff is getting done. Providing a detailed report means that decisions can be taken quicker and with more accuracy. All of these points contribute to a well oiled engine.

Remember that the employees of a business are the human capital of that business!

In your opinion, what is the route to business success?

Success means different things to different people.

For me, business success is based on these elements: • Know what you want to achieve.

• Gather the tools and resources that will assist or enable you to achieve what you want.

• Be flexible in your approach to problem solving – there will always be something to solve or fix.

• Acknowledge and learn as you move along.

• Be ready to unlearn, relearn and execute – this keeps your business in the game.

• Being prepared, taking corrective action when needed, realizing your boundaries, keeping it real and providing closure to everything you deal with.

• No shortcuts to legislative requirements.

• Compliance is key in everything you do.

• Learn how to read and understand your business financial statements.

• Get to grips with taxation. It's not going to disappear any time soon. 

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Introducing Telkom Naledi packages.

The ideal solution for your team of service delivery stars.

The past couple of years have revealed that affordable and reliable connectivity options are essential in a digitalised world. As one of the Mobile Service Providers awarded the National Treasury RT-15-2021 contract to provide mobile voice and data solutions to all organs of State, Telkom has designed and packaged mobile solutions for all National Treasury RT-15-2021 participants (national, provincial and local government, SOEs, and government agencies) to equip them with the necessary connectivity solutions and enable them to carry out their work effortlessly and efficiently.

Preparing for the future of work for the broader society is made simple by telecommunication companies that understand how the world of work, leisure and online entertainment is changing. Telkom’s mandate is to continue its drive towards delivering innovative, compelling products and services to all its customers. And with Naledi packages, organs of State’s performance can be improved, and service delivery for all respective teams can be effectively enhanced.

The Naledi packages are available as top-up or postpaid contracts, with 6, 12, 24, 36 and 48-month subscriptions and options to open an individual or corporate account. The offered solutions turn the complete Telkom mobile and Telkom fixed networks into a Closed User Group (CUG). This unique CUG allows users free calls to Telkom mobile and fixed numbers, regardless of whether the respective lines opted-in are for RT15, resulting in additional cost savings.

Your team can be in the know of what’s happening around the globe, and easily watch the State President’s address to the nation with the dedicated streaming bundles for YouTube, the TelkomONE app, Facebook, Facebook Messenger, Twitter, Instagram, LinkedIn and WhatsApp.

The Naledi package deals: Telkom Naledi Gold Uncapped data 20GB Streaming data Unlimited Closed User Group minutes (Telkom-to-Telkom calls, including Telkom landline) 200 Other-network minutes 1 000 SMSs monthly SIM-only @ R350pm Add your device of choice as an optional extra Naledi Gold with a device @ R500pm

Telkom Naledi Platinum Uncapped data 20GB Streaming data Unlimited Closed User Group minutes (Telkom-to-Telkom calls, including Telkom landline) 600 Other-network minutes 1 000 SMSs monthly Naledi Platinum SIM-only @ R500pm

SIM-only @ R500pm Add your device of choice as an optional extra

Let’s get you connected today.

Email us at rt15participants@telkom.co.za Visit the National Treasury Department’s website at www.treasury.gov.za.

RT15-2021 Annexure 5C Telkom Mobile Package.

T&C apply. E&OE.

ALL-TERRAIN VEHICLE

Obstacles do not block the path,

they are the path!

The first SHERP UTV was produced in 2012, and the SHERP factory opened in Kyiv, Ukraine, in 2015.

By Daniel Vorster, Motoring Photo/Journalist

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ALL-TERRAIN VEHICLE

This Ukrainian-based company grew to be one of the leaders in amphibious vehicles and has sold more than a thousand vehicles internationally – most customers are NGOs and mining companies. The bulk of SHERP’s business comes from North America, but SHERP are busy with an aggressive marketing campaign and has representation in Australia, South America, Europe and the Middle East and is currently focussing their attention on Africa, India and Mexico.

SHERP production is ISO 9001:2015 certified,

and climate on planet Earth. By combining off-road capabilities, it surpasses other all-terrain vehicles.

The SHERP is equipped with extra fuel tanks that can be loaded into the existing wheel structure, thus enabling super-long runs – about 1 000 km.

The SHERP moves over sharp obstacles (e.g., pins and sharp stones) without punctures due to redistribution of air in the tyres that can be controlled inside the cab, both on the move and when stopped. This function allows moving across rough terrain without stopping at every obstacle to change the tyre-pressure, which significantly saves

and offers the highest standard of safety for all crewmembers with rollover protection and seatbelts included.

In 2018 SHERP became an official provider for the UN, and in 2019 SHERP was recognized by the Fleet Awards as the most effective vehicle for the UN. The UN, especially the World Food Programme, uses the SHERP with success as it reduces their operation costs by 75% compared to using airdrops to get food to remote and difficult to reach areas.

time and adds to the ride comfort. It can move with a punctured or damaged wheel, without slowdown (e.g., with 2cm cuts in each wheel or 10cm cut in one wheel). It can also move without both wheels on the same axle.

Efficiency, simple design and phenomenal off-road capability Efficiency, simple design and phenomenal off-road capability provide SHERP with fantastic financial and operating efficiency compared to any other vehicle, especially with its low diesel consumption.

The SHERP is an all-weather transport unit that runs in fog, snow and other severe weather conditions, which normally prevents the use of helicopters or other (air, land and water) transport.

Its light body and tubeless tyres ensures that it moves over any loose and unsteady soil and can climb over obstacles as high as 1 metre. It also operates at extreme temperatures that vary from -55 to +47 degrees Celsius.

SHERP offers unique autonomy features, which ensures its use for long-term expeditions, under any operating conditions. With its maximum off-road capability it is suitable for absolutely any surface

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ALL-TERRAIN VEHICLE

Ideal vehicle for many extreme industries The SHERP is ideal for industries such as construction, oil and gas, search and rescue, humanitarian, mining and exploration, powerlines, or for personal recreational use. It is used in the United Kingdom in Morecambe Bay – where the largest expanse of mudflats and sand area are found – by Bay Search and Rescue where it has cut down their response time across the bay by half.

In North America the SHERP vehicles are used to inspect powerlines, and it is also making huge steps in the mining industry. Not only can it be used in exploration to work in difficult terrain, but it is being used successfully in South America by Pipehunter, pipeline monitoring and maintenance company, based in Chile.

Pipehunter is a contractor for mining companies for tailing maintenance (leakage prevention, residual mineral analysis) and other engineering solutions. It previously used a rental helicopter to transport people to worksites, but is currently using SHERP vehicles to transport crews and to deliver equipment to hard-to-reach locations with difficult surfaces – pulp, wet soil, sludge, etc. Pipehunter

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use the SHERP vehicle with success at CODELCO – Corporacion Nacional del Cobre de Chile (the largest copper producing company in the world – 11% of the world’s total), as well as at Collahuasi mine (one of the largest copper reserves in Chile).

For search and rescue missions, the SHERP Pro XT is equipped with signalling and strobe lights, cameras, GPS, searchlights, a winch, additional seats, air band radio stations, a stretcher, rescue

ALL-TERRAIN VEHICLE

steel (from Docol), Korean engines (from Doosan for the SHERP Pro XT and SHERP Ark), French transmission (Renault gearbox) and Japanese engines (from Kubota for the SHERP Pro).

Nature-friendly Its simple design and minimum number of manufactured parts are not the only nature-friendly aspects of SHERP. Its operation is also more nature-friendly compared to any other analogue and the low tyre pressure does not harm the soil in direct motion. Its diesel engine, DOOSAN, meets

rope, fire extinguishers, first aid kit, immersion suits and life vests.

Other configurations include a firefighting module, which allows the fitment of hand and roofmounted nozzles; a medical module (in the SHERP Ark trailer with up to seven seats); and a loading crane (under development) for the SHERP Ark.

Available in several variations The vehicle comes in several variations. The SHERP UTV was the first model produced, followed by the SHERP Pro in 2017; the SHERP Ark and SHERP Shuttle followed in 2019 and the SHERP Pro XT in 2020. The SHERP Ark adds a 6x6 trailer to the vehicle while the SHERP Shuttle is a boat that can carry and launch two SHERP vehicles.

The SHERP Pro can carry six people or more than a 1 000kg payload. It has a top speed of 40km/h on land and 6km/h on water. It can operate in -40 to +40°C conditions. The SHERP Ark can carry four people in the main vehicle and 18 in the trailer.

The SHERP vehicle sources parts from international manufacturers, including Swedish

high environmental standards, and the absence of brakes prevents contamination of the environment with brake chips.

The main value of the SHERP is simplicity of design. It is completely devoid of structural excess due to multi-functional components and a thoughtful, innovative approach to its use.

In practice, this means the ultimate in terms of simple and accessible maintenance, along with phenomenal reliability.

Servicing is simple and fast maintenance due to design solutions of all-terrain vehicles.

SHERP offer its customers 24/7 support anywhere in the world, and a warranty of 2 000 machine hours or one year. Additional to this is an individual engine warranty of 3 000 hours or three years.

SHERP ensures 'flight doctor' support within 48 hours anywhere in the world, in extreme situations, for maintenance purposes. A training programme for pilots and mechanics is developed for training the client in safe SHERP operation within the shortest possible time.

FST South Africa is a registered agent for SHERP in Southern Africa and can be contacted at fstsa@ fleetsafety.co.za for more information.  FST South Africa fstsa@fleetsafety.co.za Instagram: @sherp_southern_africa

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AGRICULTURE

Can agriculture survive without technology?

Today’s investment is tomorrow’s peace of mind In times of economic uncertainty, making the right decisions has never been more critical. Having a successful farming operation in South Africa means you need to set long-term goals that foster resilience.

By Hentie Breedt, Marketing and Communications Manager, John Deere Africa Middle East Without a solid foundation, your farming operation may be facing an uncertain future.

Resorting to short-term solutions may seem like the best decision today, but your farming operation will be ill equipped to handle the challenges of tomorrow.

Technology is the underpinning factor that will provide your farming operations with the resilience it needs for a sustainable future. The decision to use technology applies to all aspects of a farming operation, especially when deciding on the correct mechanisation equipment to purchase for your farm.

If you rely on equipment alone to ensure the success of your operation, you may miss out on the opportunities that come with technological innovation.

To ensure the prosperity of your farm, your approach needs to be less equipment-orientated and more solution-driven.

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Equipment has now become the means to a long-term, sustainable goal Gone are the days when a tractor was just a tractor, or a harvester was just a harvester; your equipment has now become the means to a long-term, sustainable goal.

Therefore, this means you need to prioritise the latest technology to realise maximum efficiencies, optimal work performance, minimum downtime, higher outputs and achieve a higher resale value.

Solutions-driven technology can be applied to every level of mechanisation; for example, by using an efficient planter that optimises seed and fertiliser placement, yield percentages can be drastically increased.

As a farm increases in size and capacity, efficient data collection and management becomes essential. By introducing technology, data can be handled seamlessly. Data can be tracked and converted into appropriate and workable inputs for

AGRICULTURE

each step of the farming and cultivation process.

Effective data management provides farmers with the insights they need to prepare for fluctuations in demand.

Whether it is soil preparation, planting, spraying or harvesting, technology will reduce fuel consumption while maximising profitability.

A sustainable, resilient farming operation is possible with the latest technology A sustainable, resilient farming operation is possible with the latest technology provided by John Deere. By monitoring the performance of your equipment over a distance, coupled with data collection processed by the John Deere Operations Centre and JDLink™, your farming operation is built to last.

Technology is available to farmers at all levels and is designed with the farmer’s needs in mind.

These innovations range from bolstered propulsion systems to driver comfort optimisations. With greater visibility and better lighting, you can keep your tractor going for longer: John Deere effectively connects machinery, people and technology.

Decision-making around future investments is crucial to ensure long-term success.

One aspect of this is the resale value of equipment when it is no longer needed or needs to be replaced. Make sure you invest in equipment that,

although it has a higher initial purchase price, will result in savings over its lifetime due to the latest technology. An almost assured high resale value offers an excellent long-term investment on the road to farming success.

The sustainability and success of any business is only as strong as its ongoing support structure, even more so in the farming environment.

John Deere has one of the best dealer support networks in the world. We work hand-in-hand with our dealers to offer agricultural solutions, not only from an equipment and technology perspective but also with extensive after-sales support. With trained technicians equipped with all the spare parts needed, our technology communicates service alerts in advance, directly from your equipment to your John Deere dealer, ensuring minimum downtime of machinery and tools, especially during critical times. 

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AGRICULTURE

Expropriation

without compensation threatens agricultural sector Government’s proposed land expropriation without compensation initiative threatens to jeopardise food security, dissuade investment and have a profoundly negative impact on South Africa’s economy.

By Ian van Niekerk, Managing Director, Oakland Group

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Earlier this year Agri SA published the results of a research study which considered the likely impact of a policy of land expropriation without compensation (EWC) via econometric modelling, based on capital formation and GDP ratios gleaned from relevant country case studies.

The study found that South Africa will face an imminent socio-economic disaster if EWC is pursued. The reason for this says the report, is that “politicians and bureaucrats cannot repeal the fundamental laws of economics, try as they might.”

The report adds that: “Economic capital, which is an indispensable prerequisite for economic development, job creation and growth, needs to be nurtured and incentivised otherwise it simply moves to greener pastures.”

AGRICULTURE

According to the report, two potential scenarios are likely to result if EWC is pursued. In the first scenario, given a 5% decline in capital formation, the economy will see a decline in annualised nominal GDP of R417 billion in the third quarter of 2022.

The second scenario envisions a 10% decline in capital formation which will result in a decline of R616 billion annualised nominal GDP in the third quarter of 2022. Under both scenarios South Africa’s economy will remain in recession throughout the

milking equipment, is expensive.

Many farmers use their property ownership as collateral to obtain financing to fund improvements.

Without that property ownership they will not be able to obtain financing.

forecasting period – up to the third quarter of 2022 – and will not recover from the Covid-19 pandemic as anticipated by National Treasury and the International Monetary Fund.

few benefits would be to see more black farmers participating in the agricultural sector. However, access to land is only the start. The fact that they are unable to derive value from it could be limiting, he says.

This fact has been raised by the Institute of Race Relations (IRR) who have highlighted government’s ideological opposition to allowing black South African’s to become freehold landowners, instead envisaging 30-year, non-transferable leases, renewable for a further 20 years before the state will

Catastrophic for the agricultural sector There is no question that EWC will be catastrophic for the agricultural sector. Farming in the current environment is a costly exercise. Productive assets classified as things like machinery, tractors, and building and for the dairy industry, automated

Access to land is only the start Agricultural economist at the Agricultural Business Chamber of South Africa, Wandile Sihlobo, agrees that land EWC would negatively impact the economy with very little upside benefit. One of the

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33

AGRICULTURE

consider transferring ownership to them. However, without ownership, black farmers will struggle to obtain finance.

Commenting on the Expropriation Bill, Agri SA points out that when the agri-economy implodes the whole economy will implode. Primary agriculture represents around 2.5% of GDP while secondary agriculture represents approximately 15%. Combined, these two sectors constitute South Africa’s food system which makes up between 1718% of GDP with the whole system hedged against the market value of the land.

and what is due to the banks? Without any compensation due to them this could collapse the banking system in South Africa.

“Experience in other countries has shown that expropriation does not speed up land reform significantly, nor does it make land reform more affordable, In fact, the contrary seems to be true,” Agri SA concludes.

and home loans. Its exposure in the form of nonmortgage loans is estimated to be in excess of R7 trillion. BASA warned that many banking crises around the world are triggered by a decline in the value of land-based property.

South Africa’s agricultural industry is a precious and valuable resource. In addition to providing food security, it makes a valuable contribution to GDP and providing much-needed jobs. As such it deserves to be nurtured and protected rather than put at risk by a dangerous ideology. 

Forced expropriation without compensation is not the solution There is no denying that SA needs a land reform programme in place. However, history reveals that forced expropriation without compensation is not the solution.

The reality is that the state already owns a significant amount land available for distribution and transfer to beneficiaries without requiring it to be expropriated. Another frequently ignored reality is that it’s tough to make a lucrative return on farming in the current environment.

In 2018 Sihlobo co-authored a report titled, ‘Why land expropriation without compensation is a bad idea’ with Dr Tinashe Kapuya, an agri-business trade specialist, in which they wrote that “only 4% of all farms in this country generate a turnover of more than R5 million; most farms are in debt and returns on equity are low. Often most of these farming operations will have large debt – anything between 30% and 50% of the asset (land) value.”

This debt is largely held by banks. The question that must be asked is, if farmers are not due any compensation, should their farms be expropriated,

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Could collapse the banking system in South Africa In a submission to parliament in March this year the Banking Association of South Africa (BASA) warned of this risk, not just as far as it relates to farms but any private or commercially owned property.

Banks currently have around R1.6 trillion in property loans for land, commercial property

Ian van Niekerk, Managing Director, Oakland Group

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A choice between live and silk plants is available to suit your specific environment.

Contact the Experts, today. t: 0800 77 77 88 w: www.ambius.co.za

Part of

BRIDGING FINANCE

Cars used most in asset-backed loans bridging finance, followed by trucks and property 36

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BRIDGING FINANCE

The most common asset put forward as collateral for short-term loans are vehicles, according to leading asset-backed secured lender Lamna Financial. A substantial portion of these loans are used as bridging finance by entrepreneurs, says Lamna co-founder, Charles Meyerowitz.

Lamna Financial has disbursed more than a billion rand in short-term loans and advances in the past five years in almost every corner of the country.

“The big metros such as Johannesburg, in fact Gauteng as a whole, Cape Town and Durban

Speed, convenience and transparency

certainly make up the majority of transactions, but we have serviced entrepreneurs and individuals in all corners of the country, from East London to Polokwane,” says Meyerowitz.

The most common assets put forward are private motor vehicles, and these range from sedans to high-end sports cars. Trucks, high-end jewellery, artworks, and boats are next on the list when it comes to securing funds.

“Many entrepreneurs simply need to bridge a liquidity gap and approach us for speed, convenience and transparency, while others appreciate the discretion,” he says.

He says many customers find the asset-backed funding route attractive because of the absence of red tape, the speed of the service and limited paperwork. He attributes the high percentage of return clients to the ease of the process.

“The most common reason, however, among everyone who takes out an asset-backed loan is the ability to leverage the intrinsic store of value in an asset without having to sell it. Seen this way, a Porsche in the garage can conveniently be leveraged to plug a short-term liquidity gap for an entrepreneur,” explains Meyerowitz.

He says that entrepreneurs and high net worth individuals that wish to leverage the store of value in their unencumbered assets for bridging finance should seek out reputable service providers.

“They should have a track record of being trustworthy and be registered with the National Credit Regulator,” he adds. 

Majority of people applying for bridging finance in their 40s The most common age range of people applying for bridging finance is someone in their 40s.

“The ages of our customers vary from relatively young to what one would call advanced, but the overwhelming majority sit squarely in the middle,” Meyerowitz adds.

A third of applicants are women, and while they are outnumbered two to one by men, there’s no difference between the genders in the size of the loans and value of the assets put forward. A substantial proportion of loans come from return clients.

When asked why people approach Lamna for bridging finance, Meyerowitz says there are a variety of reasons, but one stands out more than others.

Lamna Financial is a specialty finance company with particular focus on short-term asset backed transactions. Lamna, which is fully compliant with the National Credit Act, has disbursed in excess of R1 billion to more than 7 500 customers by providing innovative and cost-effective financing solutions.

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OPINION: DATA & BUSINESS

Mind the

(business integrity)

gap

In today’s digital world, data has become ‘currency’ and an invaluable business asset. Without data, businesses cannot function. The ability to analyse data and extract value from it is also becoming a vital point of competitive differentiation.

By Kate Mollett, Regional Director, Commvault Africa

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OPINION: DATA & BUSINESS

This is challenging, because of the way that data has grown in siloes and is now sprawled across multiple environments, with little visibility across the whole.

Organisations struggle to unlock the value of their data to drive business growth as their data environments do not support their requirements. There is disparity between where the data environment is and where it needs to be and addressing this business integrity gap is crucial to success.

Data all over the place

An increased attack surface

One of the causes of this business integrity gap is data fragmentation, which has resulted from new technologies and solutions being added to meet evolving business demand. Organisations today have data located across multiple, often disparate environments, spanning multiple generations of technology, from legacy on-premises to cloud, multi-cloud and hybrid systems.

This introduces multiple points of failure, increasing the risk of data loss.

It also compromises a business’ ability to recover data should an event occur, which in turn negatively affects business continuity.

Today’s environment also creates something of a perfect storm for cybercrime activities. The Covid-19 pandemic has seen a massive upsurge in the volume of cyberattacks. This, combined with data siloes and inconsistent security policies, puts organisations at increased risk for ransomware, unauthorised access to data and other data breaches.

Access and control issues have also been exacerbated by the increase in a remote workforce, which introduced additional vulnerabilities.

According to Gartner, “By 2025, at least 75% of IT organisations will face one or more attacks… pointing to sevenfold or higher rates of growth.”

Data privacy laws As data volumes and the value of data has grown, data privacy has become an increasing concern across the globe. From the European Union’s General Data Protection Regulation (GDPR) to the local Protection of Personal Information Act (PoPIA), data protection requirements and laws are becoming increasingly stringent.

Organisations are under increased pressure to manage their data better. This is even more important with a distributed workforce, as the consequences of personally identifiable information (PII) falling into the wrong hands can be dire.

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OPINION: DATA & BUSINESS

Inefficiency affecting productivity Without a clear, consolidated view of data, in an environment where IT is grappling with multiple data sets and workloads spanning multiple technology generations, businesses cannot leverage automation.

IT relies on many different tools to manage and protect data, which increases both complexity and cost as well as the margin for human error. There is also no single, comprehensive picture, which affects data security, recovery and compliance.

This in turn results in reduced process efficiency and therefore lower productivity. This then leads to further increased costs and prevents businesses from being able to access their data when and where it is needed most.

Innovation on hold A significant challenge that results from lack of readily available data is the inability to use the data to drive insight and innovation that would create a competitive advantage. Lack of automation and integration also means IT cannot support business innovation, because their time is taken up with simply ‘keeping the lights on’.

Without standardisation, the cost of infrastructure increases due to a lack of economies of scale. The end result is that businesses cannot scale to meet demand, and they cannot use new workloads like containers to drive application Kate Mollett, Regional Director, Commvault modernisation and DevOps. This prevents Africa businesses from attaining the agility needed to respond quickly to changes in the market.

Intelligence to address the gap To address the business integrity gap, improve data management and futureproof the business, organisations today need an intelligent data platform.

Importantly, it should be a platform that adapts to data management needs irrespective of technology used now and in the future and that consolidates data management, security, compliance, transformation and insight into a single, unified platform across hybrid clouds, multi-clouds, and on-premises environments. 

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ADVERTORIAL: SOCIAL ENTERPRISE ACADEMY SA

Social Enterprise Academy SA’s focus on

youth unemployment & employability Social Enterprise Academy (SEA) is part of a global network of hubs that offers transformational learning and development programmes for people and organisations working for social change.

SEA Africa and country teams operate as part of the international SEA network across 14 countries, with a 16-year track record in the UK, and with local partners for eight years across Africa and Asia. Over 19 000 entrepreneurs have taken part in over 2 400 Academy programmes worldwide, tailored for all life stages. SEA South Africa is also the head office of SEA Africa which now has three additional hubs, in Zambia, Egypt and Rwanda.

Focusing on youth in SA

South Africa has one of the highest youth unemployment rates in the world. A whopping 64% of its young people between the ages of 15 and 34 years are jobless. Given the failure of the formal economy to produce enough jobs, policy makers and governments often present self-employment in the informal economy as the solution to youth unemployment.

Our vision is that of a society which combines economic activity with community benefit, led by dynamic, social entrepreneurs wherever we may find them.

Our role

Our Social Enterprise in Education programme works with young people in schools and aims to inspire and nurture an entrepreneurial culture in them. The programme is designed to develop employability and entrepreneurial skills while promoting awareness of social enterprise as an exciting way of doing business and solving problems in their local community.

It gives young people the opportunity to take part in a transformative learning experience while aspiring to affect social change in their communities.

We have helped to set up successful pupil-led social enterprises in over 1 200 schools across Scotland, Australia, London and Malawi. In 2020, we partnered with the British Council to run a pilot of the Social Enterprise in Education programme in South Africa. This programme is currently running in 10 primary schools across the Western Cape Province.

2. Holistic approach: While many entrepreneurship programmes focus on core business skills, we start with the key mindsets, resilience levels and leadership skills that drive success, before drilling down into business skill development, and impact-driven planning.

3. Transformational learning: Our participatory, peer-based learning approach helps young people develop their inner resources by building resilience. Our facilitators are social entrepreneurs themselves, ensuring our approach is 100% practical and relevant. Our extensive facilitator development programme ensures top quality facilitation with local facilitators, multi-cultural experts and peers.

Partner with us

With this programme youth are inspired towards active citizenship and taught entrepreneurial skills from as young as eight years old. The economic payback for a government investing in social enterprise education as early as primary school could begin in 15 years, notwithstanding that it will have a positive impact throughout a child’s education. While governments are the main funders of education, other funders will almost certainly be needed initially to fund pilot programmes and make a sufficiently strong case for substantial government investment.

Together we can develop entrepreneurial skills in young people while promoting awareness of social enterprise as a way to solve problems in their communities.

Would you like to partner with us to build a generation of active citizens and support social entrepreneurs in South Africa?

If so, contact Surika Behrens, Hub Manager, Social Enterprise Academy, at email surika@socialenterprise.academy , or phone +27 (0)83 411 0927

Our approach

1. Enterprising collaboration: We partner with corporates and funders to take selected schools through our SEE programme to develop exceptional young leaders and sustainable pupil-led social enterprises.

www.socialenterprise.academy/za/ www.socailenterprise.academy/scot/social-enterprise-schools

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COVID-19 EMPLOYER POLICY

Employer's role in vaccination rollout Employers considering putting a mandatory Covid-19 vaccination policy in place need to take several factors into account, including appropriate steps if an employee refuses.

By Dhevarsha Ramjettan & Shane Johnson, Webber Wentzel Employers are currently faced with the difficult question of whether to make vaccination mandatory for their employees. Obviously, employers want to create and maintain a safe and healthy working environment for their employees, including taking measures to protect them from contracting and/or spreading Covid-19. An additional measure could be to ensure employees receive the Covid-19 vaccine, once they are eligible, as determined by the South African Government.

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COVID-19 EMPLOYER POLICY

Employers are warned not to implement mandatory vaccinations

Undertake a risk assessment to identify which employees must be vaccinated

However, employers are warned not to implement mandatory vaccinations (i.e., employees having no choice in the matter) and to be aware of balancing employee rights and interests. The South African government has stated that it will not enforce a mandatory Covid-19 vaccination regime for its citizens. Instead, it is rolling out a programme that encourages citizens to be vaccinated in the interests of public health and safety.

The directive also provides that employers who are considering mandatory vaccination should undertake a risk assessment to identify which employees must be vaccinated. This assessment must take into account the risk of transmission due to the nature of employees' work, or the risk of severe Covid-19 disease due to their age or their co-morbidities.

On 28 May 2021, the Department of Employment and Labour published a revised Covid-19 Directive on Health and Safety in the Workplace, which provides guidelines for employers on the issue of mandatory vaccination. Importantly, this directive does not apply to all workplaces. However, it should be considered by all employers since there is currently no other direction or guidance available on mandatory vaccination.

The directive, very briefly, sets out the requirements for employers to take steps to generate awareness and educate employees on the Covid-19 vaccine. It provides that employers should give employees paid time off to be vaccinated when their vaccination is scheduled to take place during working hours, as well as paid leave if an employee suffers any side effects.

After the risk assessment, the employer should formulate a clear mandatory vaccination plan, including the following elements: • identifying employees who will be subject to vaccination; • what process the employer will follow to comply with its obligations under the directive; and • whether the employer is planning to make it mandatory for identified employees to be vaccinated.

Employers are warned not to implement mandatory vaccinations and to be aware of balancing employee rights and interests.

Employees identified for mandatory vaccination must be notified of the following: • their obligation to be vaccinated once the vaccine becomes available; • their right to refuse to be vaccinated on constitutional or medical grounds:

o constitutional grounds mean that the employee relies on the right to bodily integrity (section 12 of the Constitution) or right to religion, belief and opinion (section 13) o medical grounds mean that the employee has been contra-indicated for vaccination by a medical doctor; and • the opportunity for the employee to consult a health and safety representative, worker representative or trade union official.

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COVID-19 EMPLOYER POLICY

Employers should seek legal advice and guidance If an employee refuses the vaccination on constitutional or medical grounds, the employer should investigate the validity and/or reasonableness of the refusal. Once the employer determines whether the refusal is valid and reasonable (this could take the form of an investigation), the employer is required to take reasonable measures to accommodate the employee in the workplace.

If reasonable measures cannot be implemented, the employer can consider dismissal for operational requirements (which involves an extensive consultation process). This would be particularly the case when it can be shown that vaccination is an inherent requirement for the job, i.e., to make it safe for that employee and other employees, and that, without vaccination, the employee cannot render services safely.

Should an employee refuse vaccination on spurious or illegitimate grounds, an employer should attempt to encourage the employee to take the vaccine through counselling and education. If the employee persists in refusing, the employer can consider dismissal for operational requirements.

These are complex, untested issues to be considered in the workplace, and they have far-reaching repercussions.

Prior to implementing mandatory vaccination in the workplace, it is advisable for employers to seek legal advice and guidance. 

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Dhevarsha Ramjettan, Webber Wentzel LR

Shane Johnson, Webber Wentzel LR

S S E N BUSI ERS: OWN ’LL BRING

, WE X A L X. RE E VA H T YOU

ur or yo ises. f c i n li m bile C t your pre o M c a tri oCen ccinations r f A an va Book OVID-19 sC staff’

The COVID-19 pandemic has placed a tremendous strain on our economy, and even more so on business owners and employees who need to keep working and earning. The only way to keep the doors open and the wheels of industry turning is to achieve herd immunity through vaccinations.

AFROCENTRIC WELLNESS IS HERE TO HELP As a significant role-player in the fight against COVID-19, The AfroCentric Group has established several world-class vaccination sites countrywide. In addition, we now offer a fully mobile service for business owners where we can bring the vaccinations to your premises.

BOOK AN AFROCENTRIC MOBILE CLINIC FOR YOUR STAFF VACCINATIONS NOW. VARIOUS OPTIONS ARE AVAILABLE TO MEET YOUR COMPANIES NEEDS.

Please send an email to info@wellnessodyssey.co.za if you would like to send your employees to one of our vaccination sites or have one of our mobile clinics administer the vaccinations at your premises.

Remember: Your employees still need to register for their vaccination via the National Department of Health’s Electronic Vaccination Data System (EVDS) before they can get vaccinated.

Registrations for 18-34 year-olds are now open.

#HealthierTogether

afrocentric.za.com

OPINION: WORKPLACE SAFETY

When the shoe doesn’t fit –

why women need to demand femalespecific safety footwear in the workplace Over the years, women have been making up a greater proportion of the workforce, and this includes sectors that have typically been maledominated, such as mining, manufacturing and construction. This increase in women workers in more physical industries shines a spotlight on the need for female-specific safety gear, especially footwear.

By Predahni Naidoo, Brand Manager at Sisi Work Safety The typical approach of providing ‘unisex’ Personal Protective Equipment (PPE) does not adequately serve most women, who are often left feeling uncomfortable in illfitting safety gear. The reason for this is that unisex safety footwear, for example, offered by many brands, is predominantly a male mould modified with cosmetic touches to be passed off as a female offering. When it comes to footwear, a shoe that does not fit may negatively impact the wearer’s productivity in the short term and lead to injuries in the long term.

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OPINION: WORKPLACE SAFETY

The fallacy of unisex

Putting your best foot forward

As diversity and inclusivity continue to be important to business, more women will be employed in industries that have typically been dominated by men. However, while hiring practices may have evolved, many organisations have not changed their strategy toward safety gear. The most common approach is to obtain one generic, supposedly unisex range in a variety of sizes.

However, specifically with reference to footwear, this is not the most appropriate solution, since there

Female-specific PPE, and particularly safety footwear, is not just about cosmetic changes or putting a ‘feminine touch’ on men’s equipment.

Women’s safety equipment needs to allow women to focus on their work rather than on how uncomfortable they are – it is also essential to actually ensuring safety and compliance.

When designing female safety footwear, it is important to obtain feedback from the wearers of safety boots, whilst taking the different working

is only a small portion of the female population that will suit a unisex shoe which is basically a men’s last in a smaller size.

Women’s feet are not only typically smaller than men’s, they are also a different shape, and tend to be narrower. When women are made to wear shoes that do not fit correctly, this can cause problems.

environments into consideration. Sisi Safety Wear have conducted numerous interviews and worked with a specialist podiatrist in the industry to develop a range of safety footwear specifically designed for women and manufactured locally.

Its range consists of a number of styles and sole units that take into account the functional and ergonomic requirements of the female workforce across different industries.

Women deserve both safety and comfort in the workplace, and with locally manufactured, womenspecific safety wear ranges readily available, there is little excuse for organisations not catering to the needs of their female workforce. 

Impacting health, wellness and productivity In addition to causing discomfort, studies show that ill-fitting shoes cause foot pain and foot disorders, which can negatively impact on health in the long term. According to research, “footwear cannot fulfil its intended purpose if it does not fit the foot correctly”. This means that ill-fitting safety footwear may not effectively be fulfilling its role of keeping women safe.

When women are made to wear poorly fitted shoes, their feet often oscillate from side to side.

Over time, the oscillation puts strain on the ankles, which leads to strain on the knees and subsequently strain on the hips. This can in turn cause back pain other issues.

In the case of women with narrow heels, the potential of slipping out of the boot is a daily risk, counteracting the sole purpose of wearing safety footwear. Most women require safety footwear designed specifically for the shape of their feet to ensure they are both comfortable and secure.

Predahni Naidoo, Brand Manager at Sisi Work Safety

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ADVERTORIAL: HONEYCOMB

Honeycomb BEE Ratings has been a SANAS Accredited BEE verification agency since 2007.

Steps in verification process Our process is effective and simple

STEPS IN A VERIFICATION PROCESS OUR PROCESS IS EFFECTIVE AND SIMPLE

BEE RATINGS

A formal introductory meeting will be conducted in order to ascertain the B-BBEE needs of your company and if it is possible to achieve them. Once you are satisfied with the information provided to you, we will then establish which of our verification teams will be best suited for the verification of your company.

ON SITE DOCUMENT VERIFICATION

A broad-based rating is an in-depth process and an on-site verification of the evidence submitted for each one of the elements is required in order to achieve the maximum amount of points possible. The end result of this process is a B-BBEE verification certificate issued by Honeycomb that can them also be used by the measured entity when tendering for government business or for other procurement purposes.

PRE-RATING ASSESSMENT

A pre-rating assessment is conducted on all of the evidence provided by you and is verified by Honeycomb through an on-site verification. The result of this evaluation is a B-BBEE scorecard, indicating the points received for each element as well as the B-BBEE contribution status.

FINALISE PRODUCT

A preliminary report will be provided to you based on the information verified at the on-site verification. Once you have accepted the preliminary report, the B-BBEE verification certificate and final report will be sent to you. Should there be any queries, a meeting will be scheduled for resolution.

We are motivated by obtaining a scorecard that will accurately reflect our clients and their business commitment to transformation.

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ADVERTORIAL: HONEYCOMB

Honeycomb BEE Ratings is an independent, nationally based SANAS accredited verification agency which conducts professional and impartial verifications of all enterprises, across all sectors, countrywide.

Deirdre Mitchell Managing Director

Kyle Mitchell Operations Director

Zunaid Vallee Technical Director

Honeycomb's directors and staff are some of the most successful, qualified, and enthusiastic people in the B-BBEE industry, with extensive knowledge of B-BBEE legislation and the Mining Charter.

Our vision is to promote the empowerment of people and

businesses. Honeycomb is committed to fostering long-term relationships with all stakeholders.

We believe in the universal values of honesty, integrity, non-

discrimination and reliability for each and every decision taken

by Honeycomb, relative to each and every BEE verification process and retain authority over all such decisions.

2019

HEAD OFFICE

0861 HONEYCONE 466 392 662

info@honeycomb-bee.co.za

27 14th Avenue Northmead, Benoni,1501

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CRYPTOCURRENCY

No dodging the tax bill

on cryptocurrency transactions SARS is tightening tax collection on cryptocurrency transactions, which makes it important to distinguish between events that will trigger income tax rates or CGT rates.

By Joon Chong and Lumen Moolman, Webber Wentzel Have you sold your cryptocurrencies (crypto); exchanged one crypto for another crypto; purchased goods and services using crypto; mined or forked for crypto; received staking rewards in crypto, then sold your staking rewards; received air-drops of crypto, or used crypto as collateral for loans?

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CRYPTOCURRENCY

If you answered yes to any of these questions, remember your taxes!

The South African Revenue Service (SARS) is increasingly auditing taxpayers’ crypto holdings and trading activities. It has also requested information from certain South African crypto exchanges, including Luno, about users on the platform Disposal of crypto and their transactions.

The disposal of crypto as a financial instrument is a taxable SARS has not issued an event. It may, however, be difficult for taxpayers to prove that interpretation note on the tax their crypto investment gains fall within the CGT net, as there implications of crypto assets. Crypto are no capital deeming rules in the ITA for crypto, such as is defined as a 'financial instrument' the three-year rule for equity shares. in the Income Tax Act 58 of 1962 In determining the intention of the disposal, SARS may (ITA), as opposed to 'currency' which would have excluded crypto gains from the ambit of capital gains tax (CGT). This means that the intention of the taxpayer, supported by objective factors such as length of holding and frequency of trades, would determine whether the crypto gains are revenue (taxed at a maximum of 45%) or capital in nature (taxed at a maximum of 18%).

be guided by cases involving the disposal of Krugerrands. In ITC 1525, the taxpayer held Krugerrands for 12 years and the purchase was made with the intention to provide funds for a rainy day. The Krugerrands were sold to inject capital into a new business. In ITC 1526, the taxpayer held Krugerrands from eight months to nine years. They were purchased to provide a store of wealth for the taxpayer's children and protection from inflation. They were sold for various reasons, including to make improvements on and purchase properties. The Tax Court held in both these cases that the Krugerrands were held on revenue account and subject to income tax rates.

It may thus be practical to use different wallets for trading cryptos and holding cryptos for long-term gains.

Barter transactions The gain when one crypto (A) is exchanged for another (B) is the difference between the market value of B and the acquisition cost of A. If A was held or acquired on revenue account, the difference will be taxed as income (45%). Alternatively, if held on capital account, the difference will be subject to CGT (18%).

It can be difficult to determine the market value and acquisition cost of crypto in ZAR. We suggest that the spot rate should be used for the transactions. Schedules of rates and transactions should be compiled on the calculated gains or losses on the tax return.

The same principles would apply where the

taxpayer has purchased goods or services with crypto. The difference between the market value of the goods or services and the acquisition cost of the crypto would be subject to income tax (45%) or CGT (18%), depending on whether the crypto was held on revenue or capital account.

Assessed losses from trading in crypto may be ring-fenced. It might not be possible to offset these losses against any other income of the taxpayer if the taxable income and losses of that taxpayer (adding back assessed losses from the current and prior year) are more than R1 577 300 for the 2021 tax year. There are, however, exceptions to this rule (Section 20A (2) (b) (ix)).

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CRYPTOCURRENCY

Staking, mining, forking & airdrops If a taxpayer derived crypto from mining or forking, then the gains would be subject to income tax (45%), since they are derived from conducting a trade. If the taxpayer's intention was to hold the crypto as a long-term investment, then they will be subject to CGT (18%) on any gains.

Staking rewards are also taxed at income tax rates, and are, for now, unlikely to meet the definition of 'interest' in the ITA. This means that the annual interest exemption for individuals cannot be set off against staking rewards.

Further complexities arise when staking rewards are sold. For example, assume a taxpayer received staking rewards with a market value of 80 at the time of receipt. That 80 would be subject to income tax as it is akin to interest (without the annual interest exemption). Assume next that the staking reward is sold for 450 after five years. The difference between 450 and 80 is the gain on the disposal. This gain may be taxed at CGT rates (18%), not income tax rates (45%), again depending on the intention of the taxpayer at disposal.

If the taxpayer receives new crypto through airdrops on existing crypto held, this is akin to a distribution of new financial instruments based on existing financial instruments held.

Once again, the taxpayer’s intention in holding the existing crypto, frequency of trading, how long they were held, etc, would be taken into account to determine whether the new airdropped crypto would be held on revenue or capital account.

If held on revenue account, the market value of the new airdropped crypto would be subject to income tax (45%), and if on capital account, CGT (18%). It is irrelevant that the value of the crypto airdropped was not converted to ZAR. Income is subject to tax when received or accrued, and there is accrual when there is an unconditional entitlement to the crypto income.

Joon Chong, Webber Wentzel HR

Crypto used as collateral

Lumen Moolman

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In our view, when crypto is used as collateral for a loan, there is no disposal of the crypto and no taxing event.

Where the taxpayer is the lender and receives interest in crypto, then the market value of the crypto would be subject to income tax (45%). In this situation, we would argue that the annual interest exemption should apply.

We recommend that taxpayers seek advice to ensure that their crypto gains are reported correctly in their tax returns.

The volatility and high-risk nature of this asset class should not be compounded by an unexpected tax bill! 

ADVERTORIAL: BCX

BCX as a key Cloud Enabler Why is cloud still considered an enabler across sector, industry and market? Surely, it’s been supplanted by now?

Cloud has been around for a while. Most technologies this long in the tooth have been long since supplanted and replaced and rebooted by now, with the possible exception of the mainframe. Does this mean that it has lost its relevance?

ADVERTORIAL: BCX

The answer is – cloud has never been more important as a business enabler than it is right now, today. According to Frans Basson, Chief: Cloud Platform Solutions at BCX, cloud has become far more ubiquitous and essential than ever before, providing increasingly intelligent and innovative solutions to increasingly complex and challenging business questions.

“Cloud remains a powerful business enabler that helps the organisation and its people to thrive, not just survive, in uncertain times,” Basson adds. “It’s soft landing when the unexpected hits, providing the agility, flex and pivot capability that the business needs to clamber the obstacles and keep on going.”

“This multi-cloud, hybrid cloud approach has been triggered by the rapid digital moves made in 2020, and the organisation’s need to leverage existing tech with futureproof tech to ensure stability in times of crisis,” says Basson.

“Today, that panicked move is being cemented by intelligent investment into solutions that can offer the business more depth and allow them to transform, and move to a digital-first organisation, incrementally and within budgets.

According to Accenture, cloud is still a top C-suite item on the agenda as it allows them to take a more holistic approach to end-toend digital transformation, giving them the capabilities required to move rapidly, at scale.

Google expanded on cloud’s potential in an article published towards the end of 2020 that unpacked how cloud computing has evolved and the value of a multi-cloud strategy.

This, as the article and experts suggest, is the new world of cloud, where hybrid and multi-cloud create compute that’s not just agile, but bendy – fitting into new situations and adapting to new demands on demand.

This view is shared by Gartner who pointed out in late 2020, that around 75% of midsized to large companies were likely to adopt this strategy in 2021. Gartner attributes this move to the ability to tug on the different best-ofbreed technology threads to weave a cloud tapestry that’s as unique as the busness.

ADVERTORIAL: BCX

Another factor driving the ubiquity of cloud today is the ongoing R&D done by the hyperscale leaders of AWS, Microsoft and Google. These organisations have long since recognised that their value lies in reducing the pressures on the business by enhancing and streamlining business processes. To this end, the solutions they offer are consistently changing and adapting to market needs and providing the enterprise with access to features that would be prohibitive if managed or implemented in-house. changing and adapting to market needs and providing the enterprise with access to features that would be prohibitive if managed or implemented in-house.

“With the right platforms, consumption models and applications in place, the organisation can transform connectivity and productivity,” he adds. “This is a proven metric – research undertaken by Accenture in their Cloud Outcomes report found that 37% of companies had achieved their expected cloud outcomes while 45% are very satisfied with what they’ve achieved. Cloud delivers measurable value, and this is one of the main reasons it remains such a key enabler today.”

Those who adopt cloud are seeing real benefits and these are now being boosted by the evolution of other technologies that were once defined as emergent, but are, today, highly capable and relevant. Artificial intelligence (AI), the Internet of Things (IoT), machine learning, automation – these solutions leverage cloud and connectivity to create ecosystems if intelligent intent that can utterly transform business if constructively applied.

“Whole new worlds are opening up in CRM, business intelligence, supply chain management, data management, ERP and more,” concludes Basson. “By working collaboratively with experienced third-party service providers, companies can unpack value at every cloud turn. They can uncork that virtual bottle and enjoy the benefits that it brings to boardroom table, employe productivity, and long-term sustainability.”

Cloud may be considered old by echnology standards, but in this case that stands for ‘wise’ not ‘disposable’. This is one technology that’s defined less by how long it’s been in the market and more by how it’s used and implemented, and by the thinking that defines its potential.

About BCX At BCX, we pride ourselves in being one of South Africa’s leading ICT and telecommunication partners to large corporates, public sector and enterprises. We were established through a fusion between one of South Africa’s foremost experts in ICT and a leader in telecommunications infrastructure.

BCX Head Office, 1021 Lenchen Avenue North, Centurion 0157 Tel: +27 0861 520 521 For more information visit us at www.bcx.co.za

GENDER GAP IN TECHNOLOGY

Women in tech at risk of being left behind Women are the most untapped resource in technology, but they continue to be under represented in the field and are at risk of being left behind altogether, according to Ayumi Moore Aoki, founder and CEO of international organisation Women in Tech, which aims to bridge the gender gap in technology, and digital agency Social Brain®.

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Aoki, a South African now based in France, delivered the keynote address at the Trialogue Business in Society Virtual Conference on 23 June, under the day’s theme, “ICT for gender empowerment”, presented with Vodacom. Aoki pointed out that there were proportionally more women in science, technology, engineering and mathematics (STEM) careers five decades ago than there are today, with cultural norms, unconscious biases, online and offline harassment and a lack of self-confidence contributory factors.

“This will allow them to work remotely, become financially independent, open their own businesses and become part of the technology economy,” she said.

“We must add more women to the technology sector if we want them to play an integral role in the ecosystem and strengthen the whole industry,” she asserted.

Crucially, products and services are being developed by men for men, so women’s perspectives are frequently overlooked.

“A good example is the fact that we have about 230 million pregnancies in the world every year, but there are no car seatbelts designed for pregnant women. The single largest cause of death in pregnant women is car accidents. Even women who are not pregnant have a 70% higher chance of being injured in a crash than a man because engineers have designed seatbelts as if women are small men. Therefore, women need to be involved in decision-making, design and innovation in every single industry,” Aoki said.

She indicated that the gender gap in technology prevents women from playing a full role in shaping the future of society. Women currently account for only 23% of the STEM professionals working in South Africa, with only 17% of those filling leadership positions – and the statistics are worse for women of colour.

For Aoki, the digital acceleration fuelled by the Covid-19 pandemic presents a historic opportunity to involve more women in tech – and she urged companies to empower, upskill and reskill women to prepare them for the future of work.

Fixing the 'leaky pipeline' will involve educating and mentoring girls from an early age and creating a safe, welcoming environment for them that will enable a smooth transition from classroom to boardroom.

“Education is key, but the crucial age is between 12 and 14, which is when young women are most inclined to drop out of STEM,” she said. “It is important for companies to focus on this and provide them with information about possible jobs, as well as give them access to mentorship and role models. Women who are mentored feel more supported and have the personal confidence to achieve their dreams.”

Reskilling women in the workplace is vital, as is providing them with opportunities to climb the career ladder. However, significant barriers exist.

“Currently, South African women in the STEM workforce earn 28% less than their male colleagues, which means they have to work for two-and-a-half more hours a day to earn the same salary at the end of the month,” Aoki said. “It is absurd to have such salary disparity and discrimination in the workplace in 2021.”

She concluded by saying that future-proofing job opportunities for women will help to ensure sustainable communities worldwide.

“When you empower a woman, you empower a whole community and a whole nation,” she said.

“When women rise, we all rise.”

Hiring and retaining women in decision-making positions will go a long way towards changing the current dynamic.

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GENDER GAP IN TECHNOLOGY

How ICT can support gender empowerment In the panel discussion, titled “How ICT can support gender empowerment”, Takalani Netshitenzhe, director of external affairs at Vodacom, drew attention to the Gender-Based Violence Command Centre set up by the Vodacom Foundation, in partnership with the DSD, which has also served South Africans in distress during the pandemic.

In the same panel discussion, Baratang Miya, the founder of GirlHYPE, pointed out that it is

Citizen, drew attention to potential tech solutions for mitigating gender-based violence (GBV), such as the GBV engagement platform housed on GovChat, an app that promotes civic engagement.

“The zero-rated platform uses the power of data and analytics to curb GBV while allowing users to access support facilities,” Mzinyathi said.

The platform is backed by the Department of Communications and Digital Technologies, the Department of Social Development (DSD) and UNICEF.

fruitless for women to enter the tech space if they cannot secure sustainable employment or funding for their businesses. In addition, African women are not encouraged to become content creators.

“As Africans, we have been pushed to become tech consumers, and when you are a tech consumer, you make money for others,” she said. “African women should be properly incentivised. There are so many platforms that are taking content from Africa, and we are not getting anything in return,” said Miya.

Hiring and retaining women in decision-making positions will go a long way towards changing the current dynamic, which still locks a large percentage of women out of STEM and the tech industry.

“It is important to inspire our girls – inspire their confidence to build careers that they would not normally consider,” she added. 

Photograph by Janelle Strydom

Sessions on the second morning of the threemorning conference went on to explore how ICT can support gender empowerment, whether fighting gender-based violence through tech innovation or helping women farmers gain access to the market.

In her Tri Talk, a TED-style address, Sonwabise Mzinyathi, Senior Manager: Global Policy and Government Affairs at international education and advocacy organisation Global

Ayumi Moore Aoki, founder and CEO of Women in Tech® and Social Brain® 58

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Trialogue is a niche corporate responsibility consultancy that provides thought leadership and support to clients in the sustainability and corporate social investment (CSI) arenas, through publications, a knowledge hub, conferences and webinars, as well as advisory services in CSI, integrated thinking, monitoring and evaluation and client reporting. For more information, visit www.trialogue.co.za.

introducing the new volvo fh

Feel at home anywhere you go.

Learn more at www.volvotrucks.co.za

Volvo Trucks. Driving Progress.

EMPOWERING WOMEN

30

More female truck drivers to be trained by Volvo As Women’s Month drew to a close, Volvo Trucks South Africa welcomed the third intake of 30 female candidates to start the company’s Iron Women commercial vehicle driver training programme. The occasion formed part of Volvo Trucks’ continued drive to empower women to play a larger role in the local transport industry, as well as in the country’s economy.

Key stakeholders who attended the event included Swedish Ambassador to South Africa, Håkan Juholt, delegates from the Department of Women, Youth and Persons with Disabilities, and Nicci Scott, Founder of the Commercial Transport Academy that facilitates the drivers’ training.

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Iron Women is aimed at enhancing the capacity of professional drivers and to ultimately enable them to contribute to their future employers’ fleet safety, profitability, and efficiency. This qualification, which is approved by the Transport Education Training Authority, is based on both theoretical and practical modules.

EMPOWERING WOMEN

To date, 40 women have graduated from the programme.

Creating real change in society Marcus Hörberg, Vice President of Volvo Group Southern Africa, in his introductory message said the successes of the previous Iron Women instalments have inspired the company to continue the programme, and in the process create real change in society.

“Over the past couple of years, the successful Iron Women candidates have proven their worth and are employed by some of the leading transport and logistics companies in South Africa,” said Hörberg.

“We wish our new candidates every success and know they will go on to make a lasting and positive impact on our industry.”

Ambassador Juholt also reiterated the importance of businesses being actively involved in the transformation of a society.

“The Swedish government places a high value on the importance of empowering women, equal rights and economic diversity,” said Juholt. “We are very proud that Volvo Trucks, as a leading Swedish company, continues and builds on this vision here in South Africa.”

Prof H Mkhize, deputy minister of the Department of Women, Youth and Persons with Disabilities, said in her relayed message that according to Statistics South Africa, economic data indicates that the transport, storage, and communication sector contributes 9.3% to South Africa's GDP.

“Whilst transport alone contributes about 6.5% to employment creation in South Africa, women are severely underrepresented in this industry.

It is therefore important that we support the establishment of initiatives that will help increase the pool of skilled women drivers in the country,” said Prof Mkhize.

Far-reaching impact Volvo Trucks’ Iron Women programme will also form part of the Women Inspiring Women to Lead in Transport initiative (WIWLT), that will see 120 female professionals, 300 entrepreneurs and 495 truck drivers being trained and mentored over a three-year period.

The initiative led by the Commercial Transport Academy (CTA) is supported by United States Agency for International Development (USAID).

“The reality is that greater participation of women within the sector is important for diversification, yet the last recorded data from StatsSA suggests that women only make up around 17.5% of the working population,” said Nicci Scott, CTA’s Founder. “This reinforces that the sector remains a non-traditional environment for women.”

“Our programme provides an opportunity for greater community upliftment, as we know that when women are developed, empowered, and have access to equal employment opportunities, it increases diversity and equal payment opportunities,” she concluded. 

Volvo Trucks provides complete transport solutions for professional and demanding customers, offering a full range of medium to heavy duty trucks. Customer support is secured via a global network of dealers with 2,300 service points in more than 130 countries. Volvo trucks are assembled in 13 countries across the globe. In 2020, approximately 94,000 Volvo trucks were delivered worldwide. Volvo Trucks is part of Volvo Group, one of the world’s leading manufacturers of trucks, buses, construction equipment and marine and industrial engines. The Group also provides complete solutions for financing and service. Volvo Trucks´ work is based on the core values of quality, safety and environmental care.

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IMPACT SOURCING

Impact Sourcing –

transforming business & uplifting communities through diversity and inclusion With South Africa’s Business Process Outsourcing (BPO) industry voted the most favoured offshore CX delivery location in 2021, in the annual Ryan Strategic Advisory BPO Omnibus Survey, the burgeoning sector is well positioned to play a critical role in ‘Impact Sourcing’.

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Also known as socially responsible sourcing, the global business services (GBS) sector leads the way in providing employment for previously disadvantaged and disabled young South Africans. These individuals find meaningful, stable employment and career development in its call centres, which are primed to create 500 000 new jobs in the next 10 years, according to Business Process Enabling South Africa (BPESA).

“Many global business services organisations find themselves in a position to make a profound difference within disadvantaged communities through impact sourcing, by recruiting, training and employing socio-economically disadvantaged individuals as principal

IMPACT SOURCING

workers in business process outsourcing centres," says Trent Lockstone, CEO of The Impact Sourcing Institute of South Africa, a member of Alfbet Holdings.

"Without this intervention, many very capable, willing and talented people would be lost to the job market, and in essence to society, by not having access to the economy,” explains Lockstone.

Impact Sourcing Institute of SA founded to provide full-time employment for disabled learners from disadvantaged backgrounds The AlefBet group houses a diverse range of customer service and collections BPO businesses and training organisations. The Impact Sourcing Institute of South Africa was founded as part of a strategic drive by the group to provide fulltime employment opportunities for disabled learners from disadvantaged backgrounds within its extended network of BPO businesses and corporate client base.

“Our model bridges the gap by recruiting people who struggle to access the labour market – either because they are outside traditional recruitment pipelines due to their lack of access to networks, or because transport costs from townships to jobs are high, or because they face physical disabilities which prevent their integration into the mainstream workforce," says Lockstone.

"South Africa faces a burden of massive structural, youth unemployment. For disadvantaged youth who also live with a disability, the hurdles are enormous. They have traditionally been excluded from fully participating in mainstream activities, effectively preventing them from being full members of society and disempowering them from achieving any sense of self-determination.

"We believe that with the right leadership, investment and training, this large untapped pool of South African talent has the potential to be guided and supported into meaningful career paths in the Global Business Services sector, and

uplifting communities, families and livelihoods in the process,” he adds.

“We soon realised that many corporate businesses want to get involved and make a difference but lack the dedicated expertise and know-how of creating a structured work environment that is designed to meet the safety, security, training and support models needed to cater for disabled learners and employees," Lockstone explains.

"Besides living with a disability, many of these youngsters live in far-flung areas, away from urban business hubs and without the financial ability to access transport, let alone transport that caters for a disabled person. Many live without electricity, running water, connectivity and in many cases, access to specialised public healthcare that caters for their disability. The Impact Sourcing Institute's model was scaled to provide this critical link that bridges the gap between social imperatives and strategic business objectives, and addresses all the challenging practicalities that lie in-between,” he adds.

Impact Sourcing potential in BPO sector is huge The Impact Sourcing Institute works with learners to provide them with the required equipment to learn and work safely from home, along with support from work-and-learning-teams who engage with them daily.

Where appropriate, learners are also trained within the institute’s dedicated call centre simulation environment. Over the course of 12 months, learners gain valuable work experience and a recognised qualification upon course completion.

Additionally, learners are upskilled with the life and soft skills required to succeed in a corporate environment. At the end of the learnership, they are offered full-time employment within the BPO sector with the option to maintain their work-fromhome structure where feasible.

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IMPACT SOURCING

“By providing fair wages and professional development to people who find themselves on the periphery of the socioeconomic pyramid, we can make a massive difference not only for these individuals, but for families and entire communities," says Lockstone.

"South Africa has an oversupply of underutilised talent, and it has become more pressing than ever that businesses provide pathways to ensure that our disadvantaged populations have access to formal employment and decent work.

"The pandemic has widened the gap and deepened the poverty crisis besetting our most vulnerable communities. All businesses have a unique opportunity through impact sourcing to empower people living with a disability to improve their living conditions, shape meaningful careers and lift themselves and their families out of a cycle of perpetual hardship and poverty.

"Not only is it a sustainable means to economic growth, but businesses get to support a programme with outputs that align with the UN’s sustainable development goals. At the same time, they are developing a skilled workforce for long-term employment, they get to fully maximise the benefits of their BBBEE scorecards in terms of skills development and they get to fundamentally reshape societal outcomes for the better,” Lockstone concludes.

South Africa’s BPO sector has a key role to play in South Africa’s economic recovery for all sectors of society. By harnessing the power of impact sourcing to make a fundamental, long-term difference in our most vulnerable communities, business gets to bring together the best of economics, quality workforces through diversity and inclusion, and socially responsible supply chains.  For more information visit www.impactsourcinginstitute.org 64

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From Spondyloarthritis and a disabling car accident to Impact Sourcing Champions Ayanda Ntshingila’s spunk, positivity and all-round optimism is highly infectious. The 27-year-old mother of two is outgoing, jovial, loves working with people and is determined to make a positive impact on the world. Something she is bound to do in her learner management role at the Impact Sourcing Institute of South where she works with disabled and disadvantaged young South Africans.

Ayanda is also living with Spondyloarthritis, an umbrella term for a chronic inflammatory and autoimmune disease that affects the spine, pelvis, neck, larger joints in the arms and legs, and even internal organs, like the intestines and eyes. For Ayanda, the arthritis has attacked her lumbar spine and besides the debilitating effects on her condition, she also lives with chronic pain as a constant companion.

Her condition was finally diagnosed when she was in high school and living with her grandmother in KwaZulu-Natal. It had a marked impact on her academic performance at school as she struggled to manage her studies and exams in between regular hospital stays and physiotherapy sessions.

In 2012, Ayanda’s grandmother encouraged her to move back to her family in Johannesburg where she could access better healthcare and physiotherapy for her condition, something that was not readily available to her in KZN. Financially, it was incredibly tough for Ayanda and her family, with her father being the only breadwinner.

IMPACT SOURCING

It was in Johannesburg during 2019, at the age of 25, that Ayanda would take up a learnership opportunity with the SA Business School, a training provider within the AlefBet Holdings Group. It was her first exposure to the world of work. Fast forward to 2020 and the completion of her 12-month learnership, and Ayanda’s potential, work ethic and very obvious people skills saw her offered a permanent position in a management role within the Impact Sourcing Institute.

“I often tell our disabled learners that I am impact sourcing in action – my progress and the opportunity I have are exactly why impact sourcing is such an invaluable tool towards changing lives in a very tangible and meaningful way," says Ayanda.

"I often think that my role today is all about helping the Ayanda of five years ago that faced incredible hardship and uncertainty. My lived experience of what it is like to be both disadvantaged and a disabled woman really helps me to understand and empathise with every learner and the many challenges they face.

"It’s a role I am passionate about. I love being the conduit between helping our disabled learners find their purpose, breaking down their psychological barriers after living with years of societal exclusion, and helping them find their way to playing a meaningful and fulfilling role in society.

"It’s also about showing society and corporate employers just how much unrealised potential there is in South Africa’s disabled communities. Being part of an organisation that’s all about giving back disabled people the gift of self-determination and self-worth is priceless,” she adds.

Selby Jele’s life changed dramatically at age 13 when he was involved in a serious car accident that left him with permanent back injuries. While he is still reasonably mobile today, his back injuries mean that he is very limited in the type of work that

he can do – anything requiring periods of standing or physical exertion are simply not possible, and he is grateful for his office-bound role at the Impact Sourcing Institute.

Selby recalls the days as a teenager when his mom secured part-time work for him at the retail store where she was employed.

“In retail, the job is pretty much 95% on your feet, and it was murderous standing for such extended periods of time with my back injuries. It was very clear that my back injury would dictate the kind of work and role that I could undertake as a young adult. Being from a disadvantaged and poor background and living with a disability meant that opportunities were few and far between in a country where more than 50% of youth are unemployed,” explains Selby.

But a chance opportunity to complete a learnership in IT and systems support for contact centres would be the precursor to Selby securing a permanent position in the IT department of Shapiro Shaik Defries and Associates (SSDA), a first party collections business within the AlefBet Holdings Group.

His immediate supervisor was quick to recognise Selby’s potential and encouraged him to apply for a role with SA Business School, a training provider within the Alefbet group. From there, Selby was promoted again and joined the Impact Sourcing Institute where he now works as an administrator.

“It makes the world of difference to be in a workplace where you are understood and embraced.

At the same time, while we have an employer that understands the challenges of living with a disability and coming from a disadvantaged background, we are also pushed and encouraged to fully embrace our potential," he says.

"We are not limited by our disabilities here – while our bodies may be disabled in some way, our minds are not. I am working in a call centre environment where the roles and opportunities are many and diverse, and there is real opportunity for career progression from junior to senior management roles.

My background does not define my future and my disability is not a full stop,” he adds.

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ADVERTORIAL: MTN

MTN SA Foundation harnesses technology, partnerships to help the youth cope with the trauma of Covid-19 The Covid-19 pandemic has cut a path of destruction through societies and communities, impacting the mental health and wellbeing of people, including the youth.

By Kusile Mtunzi-Hairwadzi, General Manager of the MTN SA Foundation

Access to technology and digital support and solutions, in partnership with health providers, has become crucial to help address many of these often overlooked, and even stigmatised, challenges besetting society today. This comes as evidence begins to mount of the negative effect of the pandemic on the mental health of not just young people, but also younger adolescents and adults.

The reality is children of all ages have been faced with unprecedented tragedies during the past 18 months.

They have had to endure the unexpected and untimely death of loved ones or be exposed to death of those they know or are close to. In addition to that anxiety, the ongoing stress caused by prolonged and strict isolation, minimal interaction with friends, peer groups and access to playgrounds and sport, have all compounded the problem.

Families, in turn, have been separated from each other for months on end, while learners at rural schools have been left without access to basic tools to stay in touch with their academic programmes.

Mental health of millions of children worldwide has been put at risk The result is that the mental health of millions of children worldwide has been put at risk. UNICEF says some children are at greater risk of developing intense reactions, including severe anxiety, depression, and suicidal tendencies. Any pre-existing mental health problem, past traumatic experiences or abuse, family

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instability, or losing a loved one can make children highly vulnerable to developing severe mental health conditions.

According to an academic study in the National Library of Medicine and PubMed, the nationwide closures of schools and colleges have negatively impacted over 91% of the world's student population.

The South African Depression and Suicide Group (SADAG) has been at the forefront of trying to help adults and children cope and recover. but its resources were placed under severe strain after calls for help more than doubled from 600 a day to over 1 500.

The number of calls it receives continue to grow – in one day recently they fielded over 5 000 WhatsApp messages.

It is not just the pandemic causing anxiety, but the recent wave of unrest and violence which swept across SA. SADAG contacted MTN to see if we could assist in the provision of smart phones and data connectivity for their Crisis Helplines, especially as the third wave struck and led to children again being forced into lockdown. With children and youth development being at the core of MTN Foundation’s numerous programmes, we were extremely concerned to hear how over the past year SADAG has seen a spike in the number of youths seeking help and guidance.

MTN Foundation provide data & smart phones to SADAG We immediately jumped in to provide the data and smart phones they needed across their various offices countrywide. SADAG’s counsellors attend to callers

ADVERTORIAL: MTN

It is imperative that awareness is raised about the problem. For instance, the Library of Medicine report says home confinement of children and adolescents has been associated with uncertainty and anxiety which is attributable to disruption in their education, physical activities, and opportunities for socialisation.

Absence of a structured setting of schools for a long duration result in disruption in routine, boredom, and lack of innovative ideas for engaging in various academic and extracurricular activities.

Some children have expressed lower levels of affect by not being able to play outdoors, not meeting friends and not engaging in the in-person school activities. These children have become clingier, attention seeking and more dependent on their parents due to the long-term shift in their routine.

throughout the country and help them to access resources for treatment, medication, care, support, and resources such as shelters, feeding schemes, and places of safety.

The support goes further than just mental wellbeing, but uplifts societies and communities too. The contribution of the MTN SA Foundation will provide much needed connectivity and digital tools to access online services.

In doing so, this will help helping broaden the network of support by assisting parents, teachers, caregivers, and children to cope and with current situation.

The youth are our future and MTN SA Foundation has a long-standing history of supporting the youth and women through education and entrepreneurship programmes, all using digital tools. We are proud to partner with SADAG in such an important cause and plan to grow our collaboration into the future.

Emphasis on humanity and oneness Internally MTN is also focusing on our own staff’s mental wellbeing. Our focus for July was ‘mental wellbeing’ and our approach has been to rely on the power of Ubuntu to guide people’s thinking about how we are responsible for the health and wellbeing of ourselves and others.

Through the emphasis on humanity and oneness, we continue to raise awareness about mental health difficulties worldwide and mobilise efforts to support mental wellbeing.

We see it as equally important to address the stigma attached to mental illness and stress and to encourage our people to not be afraid to seek help and counsel to deal with their challenges. We care and are here to help.

One of the preliminary studies during the ongoing pandemic found younger children (3-6 years old) were more likely to manifest symptoms of clinginess and fear of family members being infected than older children (6-18 years old). Whereas the older children were more likely to experience inattention and were persistently inquiring regarding Covid-19, although, severe psychological conditions of increased irritability, inattention and clinging behaviour were revealed by all children irrespective of their age groups Asking for help and realising they are not the only ones going through these morbid emotions will therefore assist children to receive the right assistance. We believe that seeking help to cope with depression and anxiety is a positive step , and MTN Foundation is therefore stepping up to play a larger role in this space and calls on all corporate citizens to the same.

In these challenging times, we want to contribute to creating an environment of positivity in different social spaces.

ABOUT MTN GROUP Launched in 1994, the MTN Group is a leading emerging market operator with a clear vision to lead the delivery of a bold new digital world to our customers. We are inspired by our belief that everyone deserves the benefits of a modern connected life. The MTN Group is listed on the JSE Securities Exchange in South Africa under the share code ‘MTN’. Our strategy, Ambition 2025, is anchored on building the largest and most valuable platform business, with a clear focus on Africa.

Visit us at www.mtn.com or www.mtn.co.za Follow us on Twitter @MTNza

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INVESTMENT

Home grown battery manufacturer

secures R20 million investment A boost for local champion, bringing innovative, local and trusted battery storage solutions for African energy needs.

I-G3N, the only black empowered femaleowned SME to successfully develop lithium-ion batteries specifically for the African continent, has successfully raised R20 million from Edge Growth and the ASISA ESD initiative.

Recognising I-G3N’s capability in designing developing and manufacturing battery energy storage systems, Edge Growth and the ASISA ESD initiative have partnered with Secha Capital, an impact fund manager that shares a common vision of creating value via financial returns, job creation, funding of local, black-owned businesses and positive environmental outcomes.

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INVESTMENT

Investing in local, impactful, innovative and high-growth businesses “Edge Growth and the ASISA ESD initiative are excited to partner with both I-G3N and Secha Capital in a transaction that embodies our mission to invest in local, impactful, innovative and high-growth businesses, and to team up with outstanding, values-aligned and value-adding investment partners,” says Shrivar Mohan, Investment Principal at Edge Growth.

“We’ve observed explosive growth in the energy storage market globally and, more importantly, locally due to national grid instability and rising electricity costs. With further governmental and regulatory support for decentralised energy generation, we expect this trend to continue in SA and across the continent,” he adds.

Capital provided will have a catalytic impact on financial growth and job creation Secha Capital has been supporting I-G3N over the last six months to formalise operations and redefine their go-to-market strategy.

“We are excited to bring on-board the ASISA ESD initiative and Edge Growth at a key inflection point for I-G3N, where the capital provided will have a catalytic impact both in terms of financial growth of the business as well as job creation,” says Yusuf Shaikh, Principal at Secha Capital.

“We are also excited to see more investments flow into these growing industries, where innovative, black-owned SMEs like I-G3N exist, and are best positioned for growth with the right forms of capital”.

Providing accessible and affordable clean energy for all of Africa I-G3N’s exceptional products and solutions as well as the team’s customer-centricity, diverse skillset, technical expertise, and ability to rapidly gain traction locally and into Africa, sealed the deal, which will unlock growth in I-G3N’s key target sectors and aid in realising the company’s vision of providing accessible and affordable clean energy for all of Africa.

Furthermore, I-G3N is part of a handful of local

lithium-ion battery manufacturers that serve over 60 000 installers of solar and backup power systems in Southern Africa, with their high-quality products having amongst the lowest failure rates in the market.

While the technology behind renewable energy is global, energy storage provided by I-G3N provides local solar installers, energy integrators and consumers with a local, affordable, reliable battery storage solution.

“We are excited to partner with the ASISA ESD initiative and Edge Growth as we work towards our mission of providing accessible and affordable clean energy for all of Africa. This investment will help us meet the increasing demand for high quality, locally made, and trusted battery storage solutions,” says Tumi Mphahlele, Chief Operations Officer, I-G3N. “With loadshedding becoming endemic in South Africa, and the recent change in electricity regulations for generation up to 100MW, this investment will help us serve larger segments of this growing market. We see the greatest impact of our solutions and products helping the average business and household that is looking for a simple way to keep the power on for remote work and learning – providing families with a quick and effective solution to be able to live without the fear of loadshedding,” she says.

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INVESTMENT

Investment will increase adoption of renewable energy & upskill local talent This investment and partnership will not only help to unlock growth in I-G3N’s key target sectors but will also ultimately increase adoption of renewable energy, create jobs and upskill local talent in the growing energy storage industry.

Energy storage represents a tremendous opportunity as Africa transitions to secure and clean energy, and it is key to security of supply. I-G3N is a fast-growing company with an exceptional management team, who are

From left, Founders and Managing Directors, Itumeleng 'Tumi' Mphahlele, Jaques Buys, Sydney Phakathi and Supervisor Battery Technician, Ronnie Ngwenya

transforming our energy industry to provide secure, resilient cleaner energy to everyone.

It is companies like I-G3N that will drive economic growth, reduce unemployment and help bridge inequalities, while putting our country at the forefront of innovation and technology. 

The ASISA ESD initiative was established in March 2013 by the savings and investment industry to fast-track job creation by unlocking the growth potential of South Africa’s small and medium enterprise (SMEs) sector. The sustainable development of high-potential black owned SMEs is achieved through an innovative combination of tailored business support, access to market and financial support structured according to the specific needs of each SME and the market.

Secha Capital is an early-stage impact private equity fund manager. Secha’s Operator-Investor model gives small, growing businesses a unique advantage to solve the missing middle and management gap via a growth and human capital arbitrage strategy. Secha Capital focuses on established companies in the FMCG, agribusiness, health care and manufacturing sectors throughout Southern Africa.

Edge Growth is a leading SME and Venture Fund Manager, specialising in developing small businesses and creating jobs and real transformation by connecting corporates and entrepreneurs, and growing SMEs by addressing their key constraints: Access to finance, markets and skills. Our offering consists of three services areas, designed to achieve maximum impact: • ESD Strategy for corporates & building SMEs in their value chain • Investing in and growing SMEs through fund management • Scaling businesses to full potential through accelerator programmes T +27 (0)10 001 3715 | E lerasmus@edgegrowth.com

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SUPPLY CHAIN

SAAFF plays a leading role

in restoring supply chains

By Dr Juanita Maree, Chairperson: SAAFF

A loss of trust, reputational damage, decreasing investor confidence, and companies choosing to avoid using South Africa’s ports resulting in the loss of jobs and slow economic growth – these are just some of the consequences of massive disruptions to South Africa’s supply chains over recent weeks.

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SUPPLY CHAIN

The cyber-attack on Transnet, which brought our ports to a halt and resulted in a virtual standstill for 12 days, is the latest in a series of severe supply chain shocks. Throughout this time, the South African Association of Freight Forwarders (SAAFF) has played a key and active role in tackling the challenges that have unfolded and collaborating with stakeholders to restore some normality to the supply chain in several ways:

1

4

The Association was instrumental in the establishment of the Supply Chain Security Working Group. Co-chaired by SAAFF and the Department of Trade, Industry and

Initiating discussions with various stakeholders to ensure that linkages are in place to bring about quick and effective communication and to build capacity for

Competition (the dtic) and comprising a wide range of stakeholders from both the private and public sectors. The purpose of the working group is to identify solutions to the challenges that supply chains currently face, including the massive gridlock at ports around the country.

The working group meets daily to track and monitor progress.

effective decision-making.

2

Driving the development of a master plan to ensure that contingency plans are put in place where there are none. This will be developed into a strategic, longer-term logistics master plan.

3

SAAFF was instrumental in getting a manual process underway at the ports to ensure the resumption of the flow of goods. A detailed standard operating procedure is in the process of being developed. This will provide clear protocols that will be clearly communicated to all the role players in the extended supply chain. This work will be signed off by Business Unity South Africa (BUSA) - the apex body for business interests in South Africa- as well as Transnet Port Terminals, Transnet National Ports Authority and SARS.

5

Ongoing lobbying with influencers and Government leaders to bring about muchneeded action with a clear understanding of the impact of international and regional supply chains on our fragile economy.

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Keeping its members up to date with progress made, thereby enabling them to plan ahead accordingly even while cargo is moving or at rest in the different holding areas like container terminals or licensed depots.

7

Conducting interviews with media – both locally and globally – to keep the industry and its customers apprised of the latest news.

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Offering target-driven, innovative solutions to the supply chain blockages.

The Association’s lobbying efforts with

other industry associations resulted in more police and SANDF presence at critical hot spots on key corridors.

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SUPPLY CHAIN

Lessons learned The disruptions have provided valuable lessons for everyone, which need to be incorporated into actions going forward.

1.

All businesses, government departments and stateowned entities need to have contingency plans in place.

The purpose of any contingency plan is to allow an organisation to return to its daily operations as quickly as possible after an unforeseen event. This restores some much-needed predictability into the supply chain.

2.

Rapid responses are needed from all stakeholders when

In its cohesive efforts to address the challenges and restore an efficient, effective and reliable supply chain flow of container traffic, SAAFF will continue to work cohesively and decisively until a sense of normality is achieved.

disruptions occur.

3.

Collaboration between Government and the private

sector is vital. The private sector is willing and able to work with Government. We have a mature approach to this collaborative journey to build a better South Africa and support our key role in the Southern East Africa Region.

4.

Transparency of the supply chain is crucial.

5.

Strong leadership with effective and timeous communication is essential to drive solutions to the disruptions.

Dr Juanita Maree, Chairperson: SAAFF

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We need to rebuild trust with importers and exporters (the cargo owners) to ensure that logistics networks can support their brand promises to their end customers, the public at large. Whilst some stability has now been restored at Transnet, SAAFF calls on all stakeholders from the private and public sectors, to work as a collective structure to ensure that these disruptions do not happen again.

The transport nodes need to be developed and reinforced in the correct balance. Waterside, terminals, road and rail need to function together, with a strong supportive and escalation structure in the centre that will ensure sustainability and predictability in order to support regional and International trade effectively.

SAAFF supports the freight forwarders and the supply chain industry and are committed to playing our role in economic growth and have been doing this for over 100 years.

In its cohesive efforts to address the challenges and restore an efficient, effective and reliable supply chain flow of container traffic, SAAFF will continue to work cohesively and decisively until a sense of normality is achieved. 

RetentionFund Federated

E

The Federated Employers Trust (FET) operates a Retention Fund whereby a portion of funds relating to a construction contract is held in safe custody until such time as certain milestones of the project are completed.

loyers Trus p t m

Project fund

Pricing:

R2,500 once-off, up-front.

1.50% (pa) of the average monthly balance, capped at R20,000 for that month.

Project start Milestone 1

Milestone 2 Milestone 3

Project finish

Milestones occur either periodically throughout the duration of the contract (i.e. stage of completion) or once-off at the end of the project.

As the funds are kept within the Retention Fund in safe custody, interest is earned by clients on the retention fund balance.

A retention is held as an alternative to the agent using a performance guarantee.

The product can also be used to hold deposits in a similar way to an escrow account.

This product has been in existence for a number of years and managed within the FEM Finance team structure, through an internally developed software tool. Over the years, FET has built strong relationships with its clients, through its quality service quality and efficient.

For further information: retentionfunds@fema.co.za | www.fem.co.za | 011 359 4300

SMALL BUSINESS

Small businesses –

how can they recover & rebuild post-pandemic?

The backbone of our country’s frail economy is weakening. With a record high unemployment rate of 43.2% recorded in the first quarter of 20211, and lockdown destroying 42.7%2 of small businesses in South Africa, it is a clear signal that the backbone of our country’s frail economy is weakening.

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Now is the time for small business owners to

look at how they can recover and rebuild in new ways for a post-pandemic business environment to retain employment and set course for growth.

Small business globally is seen as the engine of job creation, but South Africa lags behind, with a high failure rate of SMMEs. This means we are still far short of the National Development Plan (NDP) target of small businesses creating up to 10 million new jobs by 2030.

The short-term outlook for small businesses most definitely varies depending on the industry, with some industries closed for the foreseeable future. However there are many that can still recover and consider action plans to rebuild their businesses.

Seraj Toefy, Custodian of Entrepreneurship at the University of Stellenbosch Business School (USB), says that amidst the uncertainty of not knowing how long the recovery will take, it’s imperative for SMMEs to reconsider and reimagine their business models.

SMALL BUSINESS

Embrace the changes If your business is still yet to boom again, then there is no doubt you need to make some serious changes to survive. What you don’t want to do is bounce back to pre-Covid routines. Rather embrace the changes and create a new norm.

Go back to basics and have another look at your business model – interrogate why you did things in a certain way, and whether you could do things differently. Most businesses grow organically with very little time spent on critical assessment.

Investigate the changed consumer behaviour landscape and ask yourself how relevant your business still is, how can you adapt your service or product, attract a completely new consumer group, or use your skill set to start an entirely new business.

Side-hustles are very often overlooked as potentially fledging full-time businesses. If you started a side-hustle to keep things afloat, consider whether this could not steer your business into a new direction, either as an addition to or a completely separate business.

Reassessing your staff complement is essential in reimagining a business. Consider how you can adapt job descriptions to keep overheads lower, upskill your star employees in taking on new responsibilities or diversify their tasks. By investing in your staff and making them part of your growth, they will be the reason for long-term, sustainable, success in many cases.

Collaborate and grow faster Isolation is the death of many small businesses.

By collaborating you can potentially grow faster.

Share expenses, resources, leads and staff, even if only as a temporary measure.

For too long, we have viewed competition in a binary way – I win, you lose. We need to move past that and realise that the real competition at the moment is lockdown and a struggling

economy. If forming collaborative partnerships with your immediate competition is too much of a stretch, then look to see how you can collaborate with suppliers and complementary products or services.

Rising tides raise all boats, and working together makes that easier.

Set milestones for growth Set yourself reasonable milestones for your growth. It will be tempting to think that you will be able to bounce back to pre-pandemic growth figures, but expecting that could be frustrating.

Reset your targets, set mini milestones that will keep you moving forward and motivated. Build a runway of at least 6 to 12 months until you can safely be looking at pre-Covid levels.

Stay connected Brand awareness is your way of letting your consumers, customers and suppliers know that you are either back in business, have expanded your business or at the very least, that you are still around.

Strengthen or re-establish the bond by communicating regularly and excite them with your offering. Clean-up your database and use email and social media to advertise your offering or share new developments in your business.

'Re-skin' your website and ensure it visually portrays a sense of dynamism. And never underestimate the power of a phone call. A short call to your suppliers could result in new, better ways of working together.  REFERENCES [1] Stats SA Quarterly Labour Force Survey, Q1, 2021, released 1 June 2021. 43.2% unemployment under the “expanded definition” which includes those who have given up looking for work. Official unemployment, excluding discouraged job-seekers is also a record high, at 32.6%.

[2] The SA SMME COVID-19 Impact Report (finfind.co.za)

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OPINION: COMPETITIVENESS

Inclusion, diversity and equality – driving long-term competitiveness In an ever-changing business world of digitisation, competitive advantage is sometimes short-lived. However, inclusivity, diversity, and equality (IDE) are factors companies are starting to consider to enhance their competitive advantage in the market.

By Mamiki Matlawa, Managing Director, Qunu Staffing Solutions

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OPINION: COMPETITIVENESS

This approach is largely due to a push from investors as well as new employees. The business case for diversity in the workplace is crystal clear. The most recent evidence includes a McKinsey report finding that companies with greater gender diversity are 25% more likely to experience above-average profitability compared to their counterparts.

A sustainable competitive advantage is a force that enables business to have greater focus, more sales, better margins, customer, and staff retention than their competitors. It will be almost impossible

part of social justice, corporate responsibility, and regulation compliance in terms of the Employment Equity Act and Black Economic Empowerment (BEE). Regulation in the country has some way to push for IDE, however, the entrance of investors and employees into the fray will most likely have a bigger impact on companies than regulation.

The importance of IDE in South Africa is highlighted by Alan Mukoki, CEO of the South African Chamber of Commerce and Industry, who said: “We can only build economies when people have rising incomes”.

for companies to maintain that advantage without adequate funding as well as acquiring new employees who are able to bring new skills into the business.

Chief diversity officers are gaining popularity in US corporate suites, with hiring setting records, and big-name companies such as Levi Strauss & Co poaching peers for management talent.

The George Floyd Movement has been a catalyst for companies to look at their inclusivity and diversity strategies, as customer activism is at a high and competitive advantage needs to be maintained.

Last year, a leading health and personal care company in South Africa, was caught in a social media storm about a hair product advert that was insensitive about Black hair. The need to understand and be sensitive about race, gender and other social issues is becoming clearer and even more pressing for businesses to remain competitive.

Globally, investors are pushing for commitments and are vowing to intensify engagement with companies on IDE. Companies that are aiming to maintain long-term competitiveness are most likely to feel the pressure, especially if growth needs to be funded.

In South Africa, we have seen a move towards inclusivity at board level. However, progress is still very slow. Companies operate within a society, and it is important that leaders view IDE as being

Our country faces massive unemployment, low economic growth, and inequality. Most people facing this will fall under the IDE scope. Long-term sustainable advantage is an enabler to increase business activity, such as more sales. Only when the majority that are excluded are included, will this bring much needed rising incomes that the country so desperately needs.

There is a short-term approach from many businesses where they don’t see this linked to longterm competitiveness of both their company and the country. We cannot grow and create value if IDE is not part of our strategic imperative in a country such as ours. 

Mamiki Matlawa, Managing Director, Qunu Staffing Solutions

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SMALL BUSINESS

Local SMEs remain resilient

despite instability Small and medium enterprises (SMEs) are essential to the economy’s health and predicted to lead an economic recovery post-Covid. However, many of these businesses are fighting to keep their doors open since the onset of the pandemic, with 89% impacted by the recent rioting and looting in KwaZulu-Natal and Gauteng, according to research by BeyondCovid.

On a positive note, the latest data by Skynamo’s Industry Thermometer for July 2021 reveals that the political turmoil did not have as big an impact on sales as expected.

Zane van Rooyen, Product Marketing Manager at Skynamo, South Africa’s leading field sales app, says that data from the Industry Thermometer, which benchmarks industry sales activity and sector health, showed decreased sales in previous months, but not as much as had been anticipated.

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“It does indicate though that there might be a bigger longer-term impact on the recovery that SMEs are working so hard to achieve post the pandemic,” he says.

“When comparing July with June orders, we see technology, accessories, sporting goods and pharmaceuticals taking the biggest knocks, with these sectors showing lower combined ordering values,” adds van Rooyen. “However, the ordering demands of our services customers increased by more than 500%.”

SMALL BUSINESS

He believes this could be linked to the urgent need to restock after supply disruptions in July.

“Encouragingly, our usual steady growth frontrunners like food and beverages, electronics, building materials and hardware, waste management, health and safety and others have maintained the steady month-on-month growth we’ve seen throughout the year so far,” he adds.

Much to be done to ensure SMEs do not face long-term difficulties

and related goods, personal protective equipment (PPE), cleaning materials, paper products, industrial supplies, hand sanitizer, disposable masks, IR thermometers, flooring, brooms and office-related products.

“It’s been heartening to see businesses rallying to help each other,” says van Rooyen. “It has brought home to us that if we work together, we can not only survive the tough times, but thrive in the midst of them.” 

However, in light of the country’s delayed vaccination rollout and reports of possible renewed volatility, there is much to be done to ensure SMEs do not face long-term difficulties in the months ahead.

Although government assistance in terms of funding and support is essential, van Rooyen believes it is vital for all South Africans to support local SMEs to ensure they are able to weather the storm.

“In addition, small businesses should form a community and assist each other whenever possible,” he asserts. “For those that can, it’s time to reach out by mentoring other entrepreneurs, sponsoring local non-profits with your time and skills, and supporting small businesses and startups.

Consider running free training workshops and be generous with your network.”

This is exactly what Skynamo’s community of SMEs did to assist each other during July.

SMEs help each other repair damages “We reached out to businesses affected by the unrest and proposed that if any of our customers’ products could somehow help other Skynamo customers to repair their damages, we would connect them – and offer a once-off 10% discount on a one-month subscription,” explains van Rooyen.

The company has had a great response so far, with customers offering special discounts on paint

Zane van Rooyen, Product Marketing Manager at Skynamo

About Skynamo Established in Stellenbosch, South Africa in 2012, Skynamo is the leading field sales technology provider with close to 10 000 users at nearly 1 000 companies across a wide range of industries in Southern Africa, Australasia, the UK, Europe and the US. Skynamo’s field sales mobile app and cloudbased management platform are used by manufacturers, wholesalers and distributors with sales teams in the field, selling products to an existing base of customers.

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THOUGHT LEADERSHIP

More than survival:

SA’s business leaders realise that correctly managing change is the key to a thriving business As business leaders worldwide face growing instability and change – that is likely not going to ease any time soon – they must remember that the management of change can mean the difference between the life and death of a business.

By Tom Marsicano, CEO of ‘and Change’ a global advisory and change management consultancy

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THOUGHT LEADERSHIP

Even under the best conditions, change is hard. Change management is the method and manner in which an organisation, through its people, implements change both internally and externally, regardless of whether the shift is positive or

A table of Prosci's global research into Change Saturation Level of Change Saturation

2019

2017

2015

2013

20%

My organization is past the change saturation point

25%

My organization is at the point of change saturation

28%

My organization is nearing the point of change saturation 16%

My organization has some negative. Earlier this spare capacity for change year, a report on hiring 8% trends was published My organization has plenty of spare capacity for change showing that change management was one of 3% Do not know the most highly sought after skillsets in South 0% 5% 10% 15% 20% 25% 30% Africa – particularly in Prosci 2020 Benchmarking Data from 2007, 2009, 2011, 2013, 2015, 2017, 2019 light of Covid-19.

From mergers to the implementation of new tech or the dreaded should sit squarely within the Human Resources retrenchment process, change is unavoidable. sphere. While HR can play an important role in In times of flux, such as a global health crisis, helping understand human behaviour within correctly managing it is essential to its growth, and an organisation, change management is the sometimes its very survival. responsibility of all leaders within a business.

When change is handled poorly, the South African business leaders are as savvy as consequences can be devastating. Businesses any other. We just have too few of them. They often experience plunges in productivity, loss of valued struggle to build the sustained capabilities required employees, investment losses, reputational to manage change – usually because they are damage, excessive costs, and the list goes on. saddled with too many other responsibilities.

They tend to be overloaded and suffering under Change management is the responsibility what we call 'change saturation', which is the point of all leaders within a business where an individual struggles to deal with a future As a change management agency, we work with process or change simply because they’re already partners in various countries and sectors, and dealing with so much in the present. we have noted a common thread. Leadership Prosci (the world’s largest Change Management within many companies are typically not Framework) has conducted research into change trained in the ‘people side’ of change. Often saturation and shown it as an endemic issue there is an assumption that managing people worldwide, but the situation is exacerbated in South and their expectations is a responsibility that Africa by a critical skills deficit and overall shortage

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THOUGHT LEADERSHIP

of managers. As can be seen in the report by the Department of Higher Education and Training, many of the most in-demand occupations are those in management and leadership positions.

Leaders must be the engine by which change is driven For the leaders we do have, when they are in the midst of managing change, they often become too focused on the technical side, while they should be focusing on the people side of change.

Making decisions is not necessarily taking action, which is vital to the latter. As a leader, they should make individuals within an organisation aware of the need for change, and understand why it is happening – because each individual needs to support and adopt the change.

Leaders must be the engine by which change is driven, primarily through their actions and behaviour – effectively becoming the exemplar for the people they are guiding.

Shifting attitudes requires great effort, and when you have 200 people working with you (sometimes from different cultural and language backgrounds), communicating and behaving in the right way can become incredibly complex, even overwhelming.

What sets some businesses apart is a focus on clarifying and achieving their purpose as an organisation – and most importantly, the ability to retain their talent in the toughest of times.

entity, and assist others in adjusting to these new developments. It is about developing a community of change leaders within the organisation, who are skilled and resourced to clearly articulate and support people in the process of change.

Ultimately, during these trying times, upskilling our leaders can help us navigate the inevitable changes our organisations will face. By becoming experts on the people side of change, leaders can make it a smoother journey not only for themselves but for all of those around them to effectively manage change. 

'and Change' offers advisory, consulting, and training services worldwide to help organisations and people manage change through teams and networks in South Africa, Turkey, Russia, the United Kingdom and Italy. They are a Prosci® primary affiliate and facilitate both online and in-person training for certified change management courses.

To learn more about and Change and the training sessions on offer, please visit: www.andchange.com

Developing a community of change leaders within the organisation Of course, we are not suggesting the C-suite do all the work, but they should lead the charge and start building the capabilities of the leaders that surround them. The top leadership should actively explain the bigger picture and the strategic reasoning for the change.

However, the leaders at a first and second level, and then beyond, can help delve deeper into how a given change will affect people across the

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Tom Marsicano, CEO of ‘and Change’ a global advisory and change management consultancy

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TRANSPORT

Technology is crucial to safe,

integrated public transport Transport is one of the major challenges facing South Africa. The country faces ageing rail infrastructure, which has been targeted by criminal elements. The legacy of apartheid spatial planning also means that many of the country’s poorest people are underserved by any form of subsidised public transport.

As a result, people in these areas are overly reliant on commuter buses and minibus taxis (used by approximately 80% of public transport commuters in the country).

If the country is to change that situation, it needs to implement policies and strategies which make intelligent use of technology and data to create integrated transport systems which serve the needs of all the people. That was the overriding message

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from an online webinar hosted by the Transport Forum on 3 June.

“Transport authorities have always faced the challenge of addressing mobility,” says Jack van der Merwe, CEO of the Transport Authority of Gauteng (TAG). “Over the past few years, however, that challenge has evolved, particularly when it comes to achieving it while taking environmental, workforce, and COVID-19 challenges into account.”

TRANSPORT

Smart mobility dependent on solid bedrock of connected networking technology “The only way to address these challenges is through smart mobility,” he adds. “And that involves bringing together new vehicle technologies, intelligent transport systems, realtime data, and new mobility services such as carsharing; new biking systems; and non-motorised transport.”

This is also reflected in the Strategic direction of the provincial government’s 'Growing Gauteng Together 2030 (GGT2030) through Smart Mobility'.

As Tomhas Snyman, ITS industry expert at Huawei explains, achieving this kind of smart mobility is dependent on a solid bedrock of connected networking technology.

“When we start talking about technology in any sector, it’s important to talk about how it helps in achieving the end business goal,” he says. “In the case of transport, smart systems and technology are enablers at all levels.”

Technology effective as an enabler of interoperability and integration As an example of the role technology can play in the transport sector, Snyman points to its effectiveness as an enabler of interoperability and integration.

Integrated public transport networks, for example, mean that commuters can use a single form of ticket for every form of public transport at a basic level and intelligent transport systems that allow authorities to make decisions in real time at a higher level.

Interoperability meanwhile can be divided into technical interoperability, whereby everyone uses standardised interfaces and protocols; procedural interoperability, meaning that common procedures are used by operators and municipalities; and contractual interoperability, meaning standardised agreements between operators about service levels.

“All of these are crucial to a safe, efficient, and

quality driven public transport experience,” says Snyman. “The truth is that public transport can no longer operate in silos. We need constant streams of data and to be able to accommodate multiple systems capable of understanding traffic and driver behaviour.”

“That, in turn, requires connectivity and computing,” he adds. “Fortunately, the one enables the other. In particular, increased connectivity speeds will allow transport authorities to use cloud-based data centres, which can provide them with valuable insights in real-time.”

Increased levels of connectivity will also allow for technologies such as edge computing, softwarebased CCTV cameras, artificial intelligence, and the Internet of Things (IoT) to further improve the public transport experience.

“The digital world and platforms will enable public transport to better serve a population of connected commuters,” concludes Snyman. “It will provide them with a safer, more efficient, and enjoyable experience. In South Africa that could prove critical.” 

Huawei is a leading global provider of information and communications technology (ICT) infrastructure and smart devices. With integrated solutions across four key domains – telecom networks, IT, smart devices, and cloud services – committed to bringing digital to every person, home and organization for a fully connected, intelligent world.

Huawei's end-to-end portfolio of products, solutions and services are both competitive and secure. Through open collaboration with ecosystem partners, we create lasting value for our customers, working to empower people, enrich home life, and inspire innovation in organizations of all shapes and sizes. www.huawei.com/za/

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ADVERTORIAL: VEOLIA

Veolia water reuse & water recycling services proven across industries and at commercial scale

From small beginnings to the commissioning of the Lower Thukela water treatment plant and being awarded a 15-year operations and maintenance contract with the Overstrand Municipality – Veolia South Africa has proved its worth across industries and at a commercial scale.

“Realising the strength of our global value proposition, in terms of water, waste and energy, Veolia Water Technologies SA has now been fully integrated into the Veolia Southern Africa region and includes international offices in Botswana and Namibia. This serves to reinforce the already wellestablished Veolia footprint in Sub-Saharan Africa," states Stanley Steenkamp, CEO, Veolia Services Southern Africa.

Veolia South Africa began in 1999 as Vivendi Water Systems through the acquisition of local water treatment company Chematron with a complement of 80 people.

In 2001, the company commenced its partnership with two massive municipal water treatment works – Durban Water Recycling and Goreangab Water Reclamation Plant.

Veolia also started producing packaged or 'modular' water treatment plant offerings for small water treatment applications. These were initially made-to-order products. Today, these solutions – known as Water Techno Packages – are standard off-the-shelf products.

In 2018, Veolia SA commissioned its largest water treatment plant to date: the Lower Thukela Water treatment plant. The same year Veolia SA was awarded its largest operations and maintenance contract ever at Overstrand Municipality for a 15-year period.

Smaller decentralised plants

There has been a shift away from supplying water and wastewater treatment through large civils-based plants towards smaller-scale, decentralized plants. This means more affordable solutions, especially for rural areas without sufficient infrastructure. These plug-and-play packaged plants can be rapidly supplied (in as little as 12 weeks), are robust, arrive 'factory acceptance tested' and are built according to ISO 9001 quality standards.

Veolia SA has also introduced AQUAVISTA™ to the market. This is a digital tool that can be installed in new or existing water treatment plants for greater monitoring, management and optimization.

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Tackling water shortages across Africa

Veolia water reuse and water recycling services have been proven across industries and at commercial scale. Water treated by a trickling filter sewage plant, for instance, can be used for irrigation, greening and agriculture – without polluting freshwater sources.

By recycling 47.5 ML/day of municipal and industrial wastewater Durban Water Recycling can supply cheaper processed water for industrial users such as Mondi and SAPREF, freeing up this volume of potable water from the City of Durban's water supply and expanding the penetration and access of its bulk water infrastructure, delivering water services to 220 000 households.

Impact 2023: four strategic movements within Veolia Veolia's global 'Impact 2023' strategic plan has high ambitions to make Veolia the benchmark company for ecological transformation.

It uses a multi-faceted performance strategy; develops operations where it boasts specialist expertise; reinvents its core business activities; and imagines innovative solutions for tomorrow.

Corporate social responsibility programme

The company's corporate social responsibility programme includes the sponsorship of The Baobab NGO, providing training for people from poorer communities in plastic recycling. After training, these recyclers can create saleable products from waste plastics. The Baobab is also Veolia's vehicle for community upliftment in terms of providing training for pupils and teachers for sustainable urban gardening programmes.

www.veolia.co.za

www.veolia.co.za

WOMEN IN TRANSPORT AND LOGISTICS

Leading in a man’s world – Melicia Labuschagne, Country Director South Africa powers on in the automotive sector An authentic and dynamic business leader in the male-dominated world of cars, planes, bikes and boats, Melicia Labuschagne launched world-renowned German lubricants brand Liqui-Moly in South Africa 12 years ago and has built it into a success story that has weathered the storm of the pandemic.

Now the Country Director for South Africa, Melicia’s unorthodox approach and true passion for changing lives shines through, whether she’s line-dancing with her team, visiting far-flung customers or reaching out with initiatives for children in need.

Here she shares her journey so far, her philosophy on developing people, and her mission to help people thrive, not just survive, during Covid-19.

How has the pandemic impacted on your business?

What Covid-19 is teaching us, is that nothing is certain. Everything can be uncomfortable and in flux. We’re learning that uncomfortable can be a good place to be, because then you grow. We are constantly changing, and we’re comfortable with change and trying new things.

Our turnover has actually grown over the last year. Fortunately, we have a wide product range, and we’ve been able to grab the opportunities where they arise. While some sectors have decreased, others have grown – for example

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DIY is booming. Where shipping issues have meant retailers have battled with importing stock, we’ve been able to supply it and we’ve used the opportunity to be able to help and assist in their stores.

How do you believe businesses can thrive during the pandemic?

Avoid the panic! While you need to evaluate your risk and put plans in place, avoid focusing on the negative as that will become your reality. Much like mountain biking, if you're looking at the big rock, that's exactly where you're going to end up! Rather focus on the trail ahead of you.

I believe we need to challenge our thinking habits to succeed. We need to innovate and take control where we can, looking at things in a different way. I see companies who are consumed by the negativity, including some companies that we work with. You feel powerless, as it’s not your choice to make.

In any industry, we must focus on opportunities, on solutions, on hope and how we can add value in a different way. It doesn’t matter what sector or

WOMEN IN TRANSPORT AND LOGISTICS

gender – optimism is what we need. Leaders need to keep people positive now more than ever.

What has been Liqui Moly’s biggest success during the last year?

Our team has grown and continued to cope with the new challenges – this is our biggest success.

They grow the company, they grow our partners.

The choices were drown or grow – we chose grow.

We’ve been updating systems, multiskilling the team, creating capacity and broadening responsibilities. A new reward system is in place encouraging our team to focus on health, wellness and knowledge.

We’ve seen people running 20km, reading more books, seeing things differently and coming up with different ideas. The stronger your system, the more you can handle knocks and uncertainty. I’d like to maintain this standard of mindfulness and positive thinking beyond Covid-19.

You launched a premium brand in the middle of the 2008 recession. Tell us about the early days.

After intensively researching the products, I launched the Liqui Moly premium engine oils and additives in South Africa in 2008, in the midst of a global recession. I was determined to build the brand based on trust with some consistent fundamentals in place – one price increase a year, superb service delivery and always adding value to the customer.

We started small and I played many roles in the company – receptionist, packer, order taker and salesperson. It was tough at first as I felt so many doors slamming shut. We had to build credibility, sell our products based on the value that supports a premium price point, build relationships and just keep going back!

It’s a delayed growth strategy, but it’s the strongest. The corporate customers that took the longest to buy in are now our most loyal supporters.

How have you experienced being a woman in a strongly male-dominated industry?

As a woman walking into male-dominated boardrooms and workshops in the automotive, industrial and mining industries, I have faced challenges, but I have learnt to turn my difference into a real differentiator.

While men can perceive you as less knowledgeable or strong in these traditionally male-dominated industries, your gender also makes you distinctive and makes the value you can add that much more memorable. You just have to make sure you really come to the table by knowing your subject inside-out. There’s no faking it when you already have to work that much harder to be credible.

Being a female in a world where men are used to working and bonding with men is challenging, but I also find in some ways it’s easier to build a relationship, as men are more willing to share knowledge and answer your questions. There is less of a competitive edge and less ego in the interactions. I learnt from all the experts I could so I could really be top of my game.

That being said, what I’ve achieved isn’t because I’m female. It doesn’t matter who you are and where you come from, it’s possible. You need to work on yourself, and in that process, inspire people to do the same.

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WOMEN IN TRANSPORT AND LOGISTICS

How are you developing women in your organisation and industry?

What does success look like for Liqui Moly in the next three years?

When we focus only on gender, or colour, you miss opportunities for people who want to develop their skills. Anyone has the capability to learn any skill and you need to bring people along with you on a growth path. However, we do make an effort to support diversity.

In our sponsorships, we’ve included a women's cycling team. Female teams simply don’t get the same sponsorship and investment, and we’re proud to step in.

When it comes to staff, all my staff have been learning skills and changing in all aspects. I’m very proud of the women in the team – we have women achieving in our Top 5 incentive plan and amongst our top performers. Every person in the office has been on an incredible journey developing new skills, which I have encouraged and incentivised. In South Africa, as leaders we have an obligation to show people what is possible.

If you’re not growing, you’re standing still. We’re building relationships where growth is flourishing on both sides. Mutual investment has created synergies that have enabled all of us to thrive.

Everyone that is in partnership with us grows with us. So many industries can be transformed if this is the principle people operate by.

What would you like to see more of in the industry when it comes to women?

I’d like to see more connection and support between female South African business leaders overall, and particularly in the automotive industry.

Female directors are still thin on the ground, and it would be great to develop more synergies, sounding boards and interaction as we evolve together.

What does success look like for you personally in the next three years?

Many years ago, maybe I would have expressed success in material things. The ultimate car? It's not important for me anymore. For me, success is growing as a human being. It’s also the amount of people I can help to grow by creating a positive environment for them to thrive, create opportunities for them to succeed and become financially independent. It’s a big drive as I’ve seen what’s possible with my team.

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What are the key principles you believe in when it comes to running a business?

• Keep improving and innovating, in good times and bad. See new ways of adding value and solving problems.

• Seek ways to stand out, rather than fit in.

• Always empower and focus strongly on skills development. You have the opportunity in a business to empower everyone you influence.

• Never assume. Always explain. Create open communication where people can ask any question and everyone can contribute. 

At LIQUI MOLY – we want our brand to be on everybody’s lips. Our team strives every day to earn this through adding value with the best quality products, an unrivalled range, expert advice and superb service with an absolute focus on the needs of our customers and partners.

This is our mission. We’re driven by one clear goal: to inspire your passion!

LIQUI MOLY is a global trademark for top quality in premium lubricants, oils, additives and service products. Backed by decades of experience and German technology, we are now growing deep roots and strong partnerships in South Africa.

Focused on bringing you all the innovation, research and development of a world leader operating in over 120 countries, we’re instilling our own sense of family, community and mutual respect in how we do business.

Putting excellence first.

SANKOFA Insurance Expertise.

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magazine

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